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PERFORMANCE APPRAISAL PERFORMANCE APPRAISAL IMPLEMENTATION IMPLEMENTATION PROBLEMS PROBLEMS ATAT ALBION DRINKS ALBION DRINKS GROUP GROUP 77
PERFORMANCE APPRAISAL
PERFORMANCE APPRAISAL
IMPLEMENTATION
IMPLEMENTATION
PROBLEMS
PROBLEMS
ATAT
ALBION DRINKS
ALBION DRINKS
GROUP
GROUP 77
ASHA
ASHA NACHI
NACHI
GEORGE
GEORGE
NISHA
NISHA
SIDDARTH
SIDDARTH
SUDIPTA
SUDIPTA
URPREET
URPREET
THE CASE  The design and implementation of the appraisal system must be properly addressed 
THE CASE
 The design and implementation of the
appraisal system must be properly addressed
 Identifies how one organization made a
number of easily avoidable mistakes which
would limit its ability to develop its appraisal
system
BACKGROUND BACKGROUND  Albion Albion Drinks-manufacturer Drinks-manufacturer ofof itsits own own brand brand soft soft drinks
BACKGROUND
BACKGROUND
 Albion
Albion Drinks-manufacturer
Drinks-manufacturer ofof itsits own
own brand
brand soft
soft
drinks
drinks
Grocery stores and supermarkets across the UK
Grocery stores and supermarkets across the UK
 Private-label
Private-label products to the major supermarket
products to the major supermarket
chains chains
Part of a larger parent organization (in FMCG
Part of a larger parent organization (in FMCG
spectrum)
spectrum)
 1,200 staff:1,000 factory-based production 1,200 staff:1,000 factory-based production operatives & 200 based in the head
1,200 staff:1,000 factory-based production
1,200 staff:1,000 factory-based production
operatives & 200 based in the head office,
operatives & 200 based in the head office,
undertaking
undertaking support
support activities
activities
Trade Union membership within factory high
Trade Union membership within factory high
 25%25% of
of the
the head
head office
office employees
employees inin Trade
Trade
Union
Union
Employee Relations climate good
Employee Relations climate good
 New
New HRHR Director
Director
ROLE ROLE PLAY PLAY  HRHR DIRECTOR DIRECTOR  HEAD OFFICE HR MANAGER HEAD OFFICE HR
ROLE
ROLE PLAY
PLAY
 HRHR DIRECTOR
DIRECTOR
HEAD OFFICE HR MANAGER
HEAD OFFICE HR MANAGER
HEAD OFFICE MANAGER
HEAD OFFICE MANAGER
 TRADE
TRADE UNION
UNION REPRESENTATIVE
REPRESENTATIVE
SCENE SCENE 1: 1: OFFICE OFFICE EMPLOYEES EMPLOYEES DISCUSSING DISCUSSING ABOUT ABOUT NEW NEW HRHR DIRECTOR
SCENE
SCENE 1:
1: OFFICE
OFFICE EMPLOYEES
EMPLOYEES
DISCUSSING
DISCUSSING ABOUT
ABOUT NEW
NEW HRHR
DIRECTOR
DIRECTOR
SCENE SCENE 2: 2: AA DISCUSSION DISCUSSION BETWEEN BETWEEN NEW NEW HRHR DIRECTOR DIRECTOR AND AND
SCENE
SCENE 2:
2: AA DISCUSSION
DISCUSSION
BETWEEN
BETWEEN NEW
NEW HRHR
DIRECTOR
DIRECTOR AND
AND THE
THE HRHR
MANAGER
MANAGER
SCENE SCENE 3: 3: HRHR MANAGER MANAGER COMMUNICATES COMMUNICATES THE THE SAME SAME TOTO ALL ALL
SCENE
SCENE 3:
3: HRHR MANAGER
MANAGER
COMMUNICATES
COMMUNICATES THE
THE SAME
SAME
TOTO ALL
ALL AND
AND GETS
GETS THE
THE JOB
JOB
DONE
DONE
SCENE SCENE 4: 4: PROBLEMS PROBLEMS WITH WITH APPRAISAL APPRAISAL
SCENE
SCENE 4:
4: PROBLEMS
PROBLEMS WITH
WITH
APPRAISAL
APPRAISAL
PROBLEMS PROBLEMS  No No expertise expertise  Simply Simply lifted lifted the the sister sister
PROBLEMS
PROBLEMS
 No
No expertise
expertise
 Simply
Simply lifted
lifted the
the sister
sister concern's
concern's existing
existing
appraisal process and introduced it
appraisal process and introduced it
 Resistance
Resistance overlooked
overlooked
No training provided to existing managers
No training provided to existing managers
 Who
Who should
should appraise
appraise whom?
whom?
Lack of clarity in the terms used
Lack of clarity in the terms used
SOLUTIONS SOLUTIONS  Process Process related related toto job job performance performance  Involve Involve employees
SOLUTIONS
SOLUTIONS
 Process
Process related
related toto job
job performance
performance
 Involve
Involve employees
employees
 Make
Make sure
sure the
the performance
performance rating
rating process
process isis
strategically
strategically useful-
useful- KRAs
KRAs
Train the employees on how to appraise
Train the employees on how to appraise
Clarity regarding who would appraise whom
Clarity regarding who would appraise whom
Constant reviewing and monitoring of the process
Constant reviewing and monitoring of the process
SUGGESTIONS FOR EFFECTIVE PERFORMANCE APPRAISAL  The Appraisal System Should Be Tailored to the Specific Needs
SUGGESTIONS FOR EFFECTIVE
PERFORMANCE APPRAISAL
 The Appraisal System Should Be Tailored to
the Specific Needs of the Organization
 Rating Factors Should Be as Objective and
Concrete as Possible
 Appraisals Should Be Free of Bias
 Procedures and Administration Should Be
Uniform
 The System Should Be Easy to Operate
 The System's Results Should Be Used in Decisions  The System Should Provide a Review
 The System's Results Should Be Used in Decisions
 The System Should Provide a Review or Appeals
Process
 The System Should Be Acceptable to Users
 The System Should Be Economical to Operate
 Performance Ratings Should Be Documented
 Raters Should Be Trained and Qualified
 The System Should Provide for Monitoring and
Evaluation
 Top Management Should Clearly Support the System
CONTEMPORARY EXAMPLES OF EFFECTIVE PERFORMANCE APPRAISAL  PepsiCo  Xerox Corporation's Reprographic Business Group
CONTEMPORARY EXAMPLES
OF EFFECTIVE
PERFORMANCE APPRAISAL
 PepsiCo
 Xerox Corporation's Reprographic Business
Group
THANK YOU THANK YOU
THANK YOU
THANK YOU