Академический Документы
Профессиональный Документы
Культура Документы
PLAN
A QUICK AND SIMPLE
HOW TO GUIDE FOR
SUPERVISORS, MANAGERS
AND EMPLOYEES
WHAT IS IT?
An employee/supervisor collaboratively developed document initiated
and prepared by the employees supervisor
A written plan for developing knowledge, skills, and competency an
employee needs or desires
SUPERVISORS ROLE
Understanding the IDP process and its purpose
Identifying their strengths and weaknesses in
performing
coaching,
EMPLOYEES ROLE
Supervisors should expect employees to:
Set goals and objectives that will benefit the organization as
well as enhance his or her career
Evaluate his or her own progress and informed
Ensuring training and certifications are entered in Official
Personnel File (OPF)
E
C
N
A
M L
R A
O
S
I
F A
S
R
D
R
E
P PP H O
A ET
M
PERFORMANCE APPRAISAL
Performance appraisal is the process of
- obtaining,
- analyzing and
- recording information
about the relative worth of an employee.
The focus of the performance appraisal is measuring and improving
the actual performance of the employee and also the future
potential of the employee.
Its aim is to measure what an employee does.
OBJECTIVES OF PERFORMANCE
APPRAISAL:
To review the performance of the
employees over a given period of
time.
To judge the gap between the actual
and the desired performance.
To help the management in exercising
organizational control.
Helps to strengthen the relationship
and communication between superior
subordinates and management
employees.
To diagnose the strengths and
CHARACTERISTICS
APPRAISAL BENEFITS
Appraisals offer
employees:
Direction
Feedback
Input
Motivation
APPRAISAL BENEFITS
METHODS OF PERFORMANCE
APPRAISAL
TRADITIONAL METHODS OF
PERFORMANCE APPRAISAL
As
Co
mp
are
d
to:
E M P L OY E E R AT E D
As
Co
mp
are
d
to:
+
-
Keeping a record of
uncommonly good or
undesirable examples of an
employees work-related
behavior.
It is reviewed with the employee
at predetermined times.
scale
TARGETS
CRITICAL
INCIDENTS
Schedule
production for
plant
90% utilization of
personnel and
machinery in plant;
orders delivered on
time
Instituted new
production
scheduling system;
decreased late
orders by 10% last
month; increased
machine utilization
in plant by 20% last
month
Supervise
Minimize inventory
procurement of raw costs while keeping
materials and
adequate supplies
inventory control
on hand
Supervise
machinery
No shutdowns due
to faulty machinery
Let inventory
storage costs rise
15% last month;
overordered parts
A and B by
20%; unordered
part C by 30%
Instituted new
preventative
Communication
Interpersonal skills
^
^
^
^
Decision making
^
Technical skills
^
^
^
^
^
CHECKLIST METHOD
The rater is given a checklist of the descriptions of the
behaviour of the employees on job.
The checklist contains a list of statements on the basis of
which the rater describes the on the job performance of the
employees.
Raters are asked to record (a) whether or not each behavior
has been performed by the ratee or (b) the degree to which
each item describes the person being evaluated.
CHECKLIST METHOD
Simple checklist method
Weighted checklist method
Simple checklist
method:
Is employee regular
Y/N
Is employee respected by
subordinate Y/N
Is employee helpful
Y/N
Does he follow instruction
Y/N
Does he keep the equipment in order
WEIGHTED CHECKLIST
METHOD
weights performance rating
(scale 1 to 5 )
Regularity
0.5
Loyalty
1.5
Willing to help 1.5
Quality of work 1.5
Relationship
2.0
Deptt_______
Date________
-----------------------------------------------------------------------Exc.
Good Acceptable
FairPoor
5 4
3
2 1 _
Dependability
Initiative
Overall output
Attendance
Attitude
Cooperation
Total score
Continuous Rating Scale
Enthusiastic
Attitude
No
Interest
Interested
Very
enthusi
astic
CAREFULLY CONSTRUCTED
GRAPHIC RATING SCALES
HAVE A NUMBER OF
ADVANTAGES:
Standardization of content
permitting comparison of
employees.
Ease of development use and
relatively low development
and usage cost.
Reasonably high rater and
ratee acceptance.
FORCED CHOICE
METHOD
Criteria
Rating
Least
No.
of
employ
ees
10% 20%
40%
20%
10%
MANAGEMENT BY OBJECTIVES
The term "management by objectives"
was first popularized by Peter Drucker
in his 1954 book 'The Practice of
Management.
Management by objectives (MBO)
involves setting specific measurable
goals with each employee and then
periodically discussing his/her
progress toward these goals.
360-DEGREE FEEDBACK
360 degree feedback, also known as
'multi-rater feedback', is the most
comprehensive appraisal where
the feedback about the employees
performance comes from all the
sources that come in contact with
the employee on his job.
360-DEGREE FEEDBACK
360 degree performance appraisal is
also a powerful developmental tool
because when conducted at regular
intervals (say yearly).
It helps to keep a track of the
changes others perceptions about
the employees.
A 360 degree appraisal is generally
found more suitable for the
managers as it helps to assess their
leadership and managing styles.
THE CONCEPT
THE PROCESS
TEAM DEVELOPMENT
- Increase in inter-personal
communication among team
members
- Improved customer service as
customer feedback is included
in the 360 degree feedback.
ADVANTAGES
To the individual:
Helps individuals to understand
how others perceive them.
Uncover blind spots
Quantifiable data on soft skills
To the team:
Increases communication
Higher levels of trust
Better team environment
Supports teamwork
Increased team effectiveness
To the organization:
Reinforced corporate culture by linking
survey items to organizational leadership
competencies and company values
Better career development for employees
Promote from within
Improves customer service by involving
them
Conduct relevant training
ASSESSMENT CENTER
It is an approach to selection
whereby a number of tests
and exercises are
administered to a person or
a group of people across a
number of hours (usually
within a single day).
THERE ARE:
Individual exercises
One-to-one exercises
Group exercises
Self-assessment exercises
DEVELOPING ASSESSMENT
CENTERS
Identify criteria
Develop exercises
Select assessors
Develop tools for assessors
Prepare assessors and others
Run the assessment center
Follow-up
Day two
8.00am: Breakfast
9.00am: Aptitude tests (numerical and verbal)
10.00am: Personality questionnaires
10.30am: Group exercise one + group exercise two
12.30pm: Lunch
1.30pm: Group exercise three + business exercise
2.30pm: Individual presentations
3.30pm: Panel Interview
4.30pm: Refreshments
5.00pm: Evaluation / depart
BEHAVIORALLY ANCHORED
RATING SCALES (BARS)
Behaviorally anchored rating scales
(BARS) are rating scales whose scale
points are defined by statements of
effective and ineffective behaviors.
The scales represent a continuum of
descriptive statements of behaviors
ranging from least to most effective.
An evaluator must indicate which
behavior on each scale best describes
an employee's performance.
BARS differ from other rating scales in
that scale points are specifically
Step 2.
Collection of critical incidents of
effective and ineffective behavior
Step 3.
Classification of effective and
ineffective behaviors to appropriate
performance dimensions
Step 4.
Assignment of numerical values to
each behavior within each dimension
TOOL
ADVANTAGES
DISADVANTAGES
Simple to use;
provides a
quantitative rating for
each employee
Standards may be
unclear; halo effect,
central tendency,
leniency, bias can
also be problems
BARS
Provides behavioral
anchors. BARS is
very accurate
Difficult to develop
Alternation ranking
Can cause
disagreements
among employees
and may be unfair if
all employees are, in
fact, excellent
Forced distribution
method
End up with a
predetermined
number or % of
people in each group
Employees appraisal
results depend on
your choice of cutoff
points
Critical incident
method
Difficult to rate or
rank employees
relative to one
another