INDIVIDUAL DEVELOPMENT PLAN

A quick and simple how to guide for Supervisors, managers and employees

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What Is It?
n

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
A way to organize and set priorities for learning and development experiences that will help an employee:

Improve their job performance Manage their career development Prepare for another job or position Prepare for increased responsibility

IDPs Helps to.

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Identify skill/knowledge requirements of the job Help to improve your staffs performance Reinforce short and long-term goals Place emphasis on career objectives Identify necessary resources Aid in the budget process

When and How

When n IDPs should be prepared for new employees and those who are transferred, promoted, or otherwise experience significant job change n IDPs should be updated annually, concurrent with the annual performance appraisal process How n Employee and supervisor collaboratively identify training and certification requirements and needs applicable to the employees current job; where the Program is going; and the direction the employee wants to develop

Supervisors Role
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Understanding the IDP process and

its purpose
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Identifying their strengths and

weaknesses in performing their current work assignments

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Finding possibilities for career

progression in their current jobs and

Identifying learning opportunities such as coaching, mentoring, .

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Ensuring completed training is recorded in the employees Official Personnel File (OPF)
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Employees Role
Supervisors should expect employees to: n 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
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Ensuring training and certifications are entered in Official Personnel File

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PERFORMANCE APPRAISAL METHODS

PERFORMANCE APPRAISAL
n

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:

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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 weaknesses of the individuals so as to identify the training and development needs of the

To provide feedback to the employees regarding their past performance. Provide information to assist in the other personal decisions in the organization. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development. To reduce the grievances of the

CHARACTERISTICS
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It is a step by step process It examine the employee strengths and weaknesses Ongoing and continuous process Secure information for making correct decisions on employees

STEPS IN PERFORMANCE APPRAISAL Establishing job standards Designing an appraisal programme Appraise performance Performance interview Use appraisal data For appropriate purpose

APPRAISAL BENEFITS
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Appraisals offer employees:

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Direction Feedback Input Motivation

APPRAISAL BENEFITS
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Appraisals offer the company:

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Documentation Employee Development Feedback Motivation system

METHODS OF PERFORMANCE APPRAISAL

TRADITIONAL METHODS OF PERFORMANCE APPRAISAL

ESSAY APPRAISAL METHOD

n

This traditional form of appraisal, also known as "Free Form method" involves a description of the performance of an employee by his superior. The description is an evaluation of the performance of any individual based on the facts and often includes examples and evidences to support the information. A major drawback of the method is the inseparability of the bias of the evaluator. It is also a time consuming process.

STRAIGHT RANKING METHOD

n

This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance.

PAIRED COMPARISON METHOD

The supervisor compares each employee with every other employee in the group and rates each as either superior or weaker of the pair. + means better than, - means worse than.

PAIRED COMPARISON METHOD

FOR THE TRAIT QUALITY OF D E As A B C Comp WORK ared to: n Employee Rated
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FOR THE TRAIT CREATIVITY As A B C D E n Employee Rated Comp

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ared to:

A B C D E + +

+ -

A B C D E + + + +

+ -

+ + -

+ + + +

+ + -

CRITICAL INCIDENT METHOD

n

Keeping a record of uncommonly good or undesirable examples of an employees workrelated behavior. It is reviewed with the employee at predetermined times.

CRITICAL INCIDENT METHOD

Ex: A fire, sudden breakdown, accident Workers reaction A B 4 C D 2 5 scale

Informed the supervisor immediately Become anxious on loss of output Tried to repair the machine Complained for poor maintenance 3

EXAMPLES OF CRITICAL INCIDENTS FOR ASSISTANT PLANT MANAGER

CONTINUING DUTIES Schedule production for plant TARGETS 90% utilization of personnel and machinery in plant; orders delivered on time CRITICAL INCIDENTS Instituted new production scheduling system; decreased late orders by 10% last month; increased machine utilization in plant by 20% last month

Supervise Minimize inventory Let inventory storage procurement of raw costs while keeping costs rise 15% last materials and adequate supplies on month; overordered inventory control hand parts A and B by 20%; unordered part C by 30% Supervise machinery No shutdowns due to maintenance faulty machinery Instituted new preventative

FIELD REVIEW METHOD

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In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method.

FIELD REVIEW METHOD

Performance subordinate peers superior customer Dimension Leadership Communication Interpersonal skills Decision making ^ Technical skills ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^

CHECKLIST METHOD
n

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

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

GRAPHIC RATING SCALE

n

It require an evaluator to indicate on a scale the degree to which an employee demonstrates a particular trait, behavior, or performance result. Rating forms are composed of a number of scales, each relating to a certain job or performance-related dimension, such as job knowledge, responsibility, or quality of work. Each scale range from high to low,

Scales typically have from five to seven points. Possible rating errors include halo effect, central tendency, severity, and leniency.

GRAPHIC RATING SCALE

Continuous Rating Scale Discontinuous Rating Employee name_________ Scale Raters name ___________

Deptt_______ Date________ -----------------------------------------------------------------------Exc. Good Acceptable Fair Poor 5 4 3 2 1 _ Dependability Initiative Overall output Attendance Attitude Cooperation Total score Continuous Rating Scale

Discontinuous Rating Scale

Indiffe rent

Enthusi astic

Attit ude
No Inter est Intere sted Very enthusiasti c

Acceptable rating scales should have the following characteristics:

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Performance dimensions should be clearly defined. Scales should be behaviorally based so that a rater is able to support all ratings with objective, observable evidence. Points on each scaled dimension should be brief, unambiguous, and relevant to the dimension being rated. For example, in rating a person's flow of words, it is preferable to use anchors such as "fluent," "easy," "unimpeded," "hesitant," and "labored," rather than "excellent," "very

Carefully constructed graphic rating scales have a number of advantages:

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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

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Rater asked to select statement which is most or least descriptive of the employee. It is similar to grading on a curve. Predetermined percentages of ratees are placed in various performance categories. In a group of 20 employees, two would have to be placed in the low category, four in the below-average category, eight in the average, four above average, and two would be placed in the highest category. The proportions of forced distribution can vary.

Even if all employees in a unit are doing a good job, the forced distribution approach dictates that a certain number be placed at the bottom of a graded continuum.

FORCED CHOICE METHOD

Criteria Rating

1.Regularity on the job Most Least Always regular Inform in advance for delay Never regular Remain absent Neither regular nor irregular

FORCED DISTRIBUTION CURVE

No. of employees 10% 20% 40% 20% 10%

Po or

Belo w aver age

Aver age

Go od

Excell ent

MODERN METHODS OF PERFORMANCE APPRAISAL

MANAGEMENT BY OBJECTIVES
n

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

The essence of MBO is participative goal setting, choosing course of actions and decision making. The term MBO almost always refers to a comprehensive organization-wide goal setting and appraisal program.

MBO CONSIST S OF SIX MAIN STEPS

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Set the organizations goals Set departmental goals Discuss departmental goals Define expected results Performance review and measure the results Provide feedback

360-DEGREE FEEDBACK
n

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
n

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

THE CONCEPT

For example, subordinate assessments of a supervisors performance can provide valuable developmental guidance, peer feedback can be the heart of excellence in teamwork, and customer service feedback focuses on the quality of the teams or agencys results.

THE PROCESS

APPLICATION OF 360 DEGREE FEEDBACK

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PERSONAL DEVELOPMENT OF EMPLOYEES

Improving perception of the individual about oneself by understanding how others perceive him/her. Helping an individual manage ones performance better Facilitating learning process for the employees.

TEAM DEVELOPMENT

Increase in inter-personal communication among team members Improved customer service as customer feedback is included in the 360 degree feedback.

n -

HUMAN RESOURCE MANAGEMENT Personnel selection and employee coaching General personnel decisions-promotions, pay increases, probationary status or termination Training and Development-employee training, management development, and organizational development Planning for development centres, identification of development needs like the potential for leadership, development and honing of competencies, career planning and development

SETTING UP A 360 DEGREE FEEDBACK PROCESS

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PARTICIPANT: A person who is evaluated by others through the 360 degree feedback process EVALUATOR: A person who evaluates another person by filling out a 360 degree survey on them SUPERVISOR: An employees boss PEER: Someone whom an employee works with and who does not report to him/her. DIRECT REPORTS: Someone who reports to another person (generally his/her boss) 360 DEGREE FEEDBACK COACH: The

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
n

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).

Assessment centers are particularly useful where: Required skills are complex and cannot easily be assessed with interview or simple tests. Required skills include significant interpersonal elements (e.g. management roles). Multiple candidates are available and it is acceptable for them to

The characteristics assessed in assessment centre include planning and organizing abilities, communication skills, problem solving and decision making, selfconfidence, interpersonal skills, resistance to stress, creativity etc.

There are:
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Individual exercises One-to-one exercises Group exercises Self-assessment exercises

DEVELOPING ASSESSMENT CENTERS

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Identify criteria Develop exercises Select assessors Develop tools for assessors Prepare assessors and others Run the assessment center Follow-up

EXAMPLE ASSESSMENT CENTRE

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Investment bank will be as follows: Day one 5pm: Arrive at Hotel / Registration 6.30pm: Drinks reception with company representatives

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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

BEHAVIORALLY ANCHORED RATING SCALES (BARS)

n

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 defined

There are four steps in the BARS construction process:

Step 1. Listing of all the important dimensions of performance for a job or jobs

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

HUMAN RESOURCE ACCOUNTING METHOD

n

Human resources are valuable assets for every organization. Human resource accounting method tries to find the relative worth of these assets in the terms of money. In this method the performance appraisal of the employees is judged in terms of cost and contribution of the employees. The cost of employees include all the expenses incurred on them like their compensation, recruitment and selection costs, induction and training costs etc whereas their contribution includes the

The difference between the cost and the contribution will be the performance of the employees. Ideally, the contribution of the employees should be greater than the cost incurred on them.

TOOL Graphic rating scale

ADVANTAGES Simple to use; provides a quantitative rating for each employee

DISADVANTAGES Standards may be unclear; halo effect, central tendency, leniency, bias can also be problems Difficult to develop

BARS

Provides behavioral anchors. BARS is very accurate

Alternation ranking

Simple to use (but not Can cause as simple as graphic disagreements among rating scales). Avoids employees and may be central tendency and unfair if all employees other problems of rating are, in fact, excellent scales End up with a Employees appraisal predetermined number results depend on your or % of people in each choice of cutoff points group Difficult to rate or rank employees relative to one another

Forced distribution method

Critical incident method Helps specify what is right and what is wrong about the employees