Performance Appraisal for Employees

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Performance appraisal for employees
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I. Contents of getting performance appraisal for employees
==================
You'd never walk on stage without knowing your lines. Preparing to conduct a performance
appraisal is much like rehearsing for a play where you are the director working with a hospitality
cast: your interaction with them can mean the difference between a successful performance and a
flop.
When your hospitality employees take their places for their annual review, you should be as
prepared as they are, if not more prepared. "There's more onus on the employer to be ready for
the interview," says Peter Shrive, partner with Cambridge Management Planning in Toronto,
Ontario. "You have to be ready to take corrective action, set goals for the year and help guide
performance. If the student hasn't learned, the teacher hasn't taught."
A performance appraisal shouldn't be a surprise and it should not be an unpleasant experience, he
adds. "It's a marvelous opportunity for an exchange of views between employee and employer. It
should be the culmination of a year that began with an outline of the roles, goals, and
responsibilities of the employee and should have been tempered during the year with the
occasional acknowledgement of progress well done and also including the occasional reminder
or constructive remark about keeping the employee focused on the goals, roles, and
responsibilities agreed upon."
Plan to evaluate
Here's how to "rehearse" for your employees' performance appraisals:

Prepare a form for each employee that includes:
- A record of service time.
- A brief overview of the responsibilities or job description that you and the employee have
already agreed upon.
- An opportunity to review goals, especially those that are measurable. For instance, if the
sommelier at your restaurant had set a goal to increase wine sales by 20%, you should remember
to include this goal as part of the form.
- A section commenting on interpersonal skills, teamwork, manner and style, ending with
remarks on training requirements or promotion potential.
- A scoring system from one to five. A score over 3.5 means your hospitality employees are
performing well.
- Room for both your signatures at the bottom.
"This same form is presented to the employee a few days before the interview date," says Shrive.
"Each puts down his or her impressions of the facts, like achievement of revenue goals or other
measurables, and impressions of how well the goals were reached."
Review the files on your employees:
- Review information you've collected on your hospitality staff over the year. For instance, if
you've asked a server to wear a different-colored shirt, has she consistently complied? If there are
customer reply cards on particular employees, these should be part of the file and your
performance appraisal.
Seek other opinions:
- Ask other team members, such as your host, front desk clerk, or kitchen manager to add their
impressions of the employee being evaluated and include these comments in the file.
Set new goals:
- You must come to the performance appraisal with a list of goals and objectives for the coming
year. As much as possible, try to quantify the goals: for instance, asking housekeeping staff to

decrease the time to make up a room from 27 to 20 minutes or recording how many times diners
take the sommelier's wine suggestions.
- Consider training opportunities to help staff improve skills.
- Leave time for your employees to suggest goals of their own for themselves and the business.
Anticipate problems:
- If you've discussed your concerns with your employees over the course of the year, there should
be no anger or hurt feelings.
- Be ready to offer corrective action. Recommend courses or training and be prepared to be
specific with the types of corrective remedies you endorse. Does your hostess need better people
skills? Come to the evaluation with information on Dale Carnegie-type courses or a plan to have
her mentored by one of the other team members.
Rehearse well before the performance appraisal, and both you and your hospitality employees
will walk away with kudos.
==================

III. Performance appraisal methods

1. Essay Method
In this method the rater writes down the employee
description in detail within a number of broad categories
like, overall impression of performance, promoteability
of employee, existing capabilities and qualifications of
performing jobs, strengths and weaknesses and training
needs of the employee. Advantage – It is extremely
useful in filing information gaps about the employees
that often occur in a better-structured checklist.
Disadvantages – It its highly dependent upon the writing
skills of rater and most of them are not good writers.
They may get confused success depends on the memory
power of raters.

2. Behaviorally Anchored Rating Scales
statements of effective and ineffective behaviors
determine the points. They are said to be
behaviorally anchored. The rater is supposed to
say, which behavior describes the employee
performance. Advantages – helps overcome rating
errors. Disadvantages – Suffers from distortions
inherent in most rating techniques.

3. Rating Scale
Rating scales consists of several numerical scales
representing job related performance criterions such as
dependability, initiative, output, attendance, attitude etc.
Each scales ranges from excellent to poor. The total
numerical scores are computed and final conclusions are
derived. Advantages – Adaptability, easy to use, low cost,
every type of job can be evaluated, large number of
employees covered, no formal training required.
Disadvantages – Rater’s biases

4. Checklist method
Under this method, checklist of statements of traits of
employee in the form of Yes or No based questions is
prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.
Advantages – economy, ease of administration, limited
training required, standardization. Disadvantages – Raters
biases, use of improper weighs by HR, does not allow
rater to give relative ratings

5.Ranking Method
The ranking system requires the rater to rank his
subordinates on overall performance. This consists in
simply putting a man in a rank order. Under this method,
the ranking of an employee in a work group is done
against that of another employee. The relative position of
each employee is tested in terms of his numerical rank. It
may also be done by ranking a person on his job
performance against another member of the competitive
group.
Advantages of Ranking Method
Employees are ranked according to their
performance levels.
It is easier to rank the best and the worst
employee.
Limitations of Ranking Method
The “whole man” is compared with another
“whole man” in this method. In practice, it is very difficult
to compare individuals possessing various individual
traits.
This method speaks only of the position where an
employee stands in his group. It does not test anything
about how much better or how much worse an employee
is when compared to another employee.
When a large number of employees are working,
ranking of individuals become a difficult issue.
There is no systematic procedure for ranking
individuals in the organization. The ranking system does
not eliminate the possibility of snap judgements.

6. Critical Incidents Method

The approach is focused on certain critical behaviors of
employee that makes all the difference in the
performance. Supervisors as and when they occur record
such incidents. Advantages – Evaluations are based on
actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces recency biases,
chances of subordinate improvement are high.
Disadvantages – Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback
may be too much and may appear to be punishment.

III. Other topics related to Performance appraisal for
employees (pdf, doc file download)
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