Performance appraisal management material. I. Performance appraisal methods (Tools of ) Performance appraisal methods include 11 appraisal methods / types as follows: 1. Critical incident method This format of performance appraisal is a method which is involved identifying and describing specific incidents where employees did something really well or that needs improving during their performance period. 2. Weighted checklist method In this style, performance appraisal is made under a method where the jobs being evaluated based on descriptive statements about effective and ineffective behavior on jobs. 3. Paired comparison analysis This form of performance appraisal is a good way to make full use of the methods of options. There will be a list of relevant options. Each option is in comparison with the others in the list. The results will be calculated and then such option with highest score will be mostly chosen. 4. Graphic rating scales This format is considered the oldest and most popular method to assess the employee’s performance. In this style of performance appraisal, the management just simply does checks on the performance levels of their staff. 5. Essay Evaluation method In this style of performance appraisal, managers/ supervisors are required to figure out the strong and weak points of staff’s behaviors. Essay evaluation method is a non-quantitative technique. It is often mixed with the method the graphic rating scale. 6. Behaviorally anchored rating scales This formatted performance appraisal is based on making rates on behaviors or sets of indicators to determine the effectiveness or ineffectiveness of working performance. The form is a mix of the rating scale and critical incident techniques to assess performance of the staff. 7. Performance ranking method The performance appraisal of ranking is used to assess the working performance of employees from the highest to lowest levels. Managers will make comparisons of an employee with the others, instead of making comparison of each employee with some certain standards. 8. Management By Objectives (MBO) method
MBO is a method of performance appraisal in which managers or employers set a list of objectives and make assessments on their performance on a regular basis, and finally make rewards based on the results achieved. This method mostly cares about the results achieved (goals) but not to the way how employees can fulfill them. 9. 360 degree performance appraisal The style of 360 degree performance appraisal is a method that employees will give confidential and anonymous assessments on their colleagues. This post also information that can be used as references for such methods of performance assessments of 720, 540, 180… 10.Forced ranking (forced distribution) In this style of performance appraisal, employees are ranked in terms of forced allocations. For instance, it is vital that the proportions be shared in the way that 10 or 20 % will be the highest levels of performances, while 70 or 80% will be in the middle level and the rest will be in the lowest one. 11. Behavioral Observation Scales The method based on the scales of observation on behaviors is the one in which important tasks that workers have performed during their working time will be assessed on a regular basis. II. Related documents • Performance appraisal examples • Purpose of performance appraisal • Performance appraisal procedure • Performance appraisal handbook
VI. Best performance appraisal resources 1. Phrases For Performance Appraisals. Benefits of this ebook include: A collection of hundreds of ready-to-use impactful appraisal comments and phrases; Phrases to highlight your key strengths and achievements; Phrases to downplay your weaknesses to soften the impact on your overall performance; A comprehensive list of phrases covering most of the categories of KPIs used by many companies; Guidebook provided in Microsoft Word softcopy for your easy copy, paste and modify in your appraisal form; Guidebook provided in Microsoft Excel spreadsheet so that you can use it also for your employees’ appraisals and easy moderation! etc 2. Employee Performance Appraisals Forms. Benefits of this ebook include: Make your “fair” help good & make your “good” help great; Improve efficiency; Save hours upon hours of time; Get what you want out of every hourly dollar you pay your employees! Even your best employees need to know they are appreciated; Impress your boss or, if you are the boss, motivate your staff by giving them the feedback they NEED to be a better employee etc
3. Employee Performance Review: Tips, Templates & Tactics. Contents of this ebook include: Probation policies and templates, performance review tips, performance appraisal tips; Performance review tips, performance appraisal tips performance review policies and templates; Performance review tips, performance appraisal tips learning & development policies and templates; Performance review tips, performance appraisal tipspoor work performance policies and templates etc 4. Managers Guide to Performance. Contents of this ebook: How to deal with an employee who displays negative behavior….help them deal with their own issues and change their behavior; How to coach an employee to higher performance….employees want your leadership and will follow a strong manager; How to be clear about what you expect from them….an employee always wants to know how to best perform; How to give your employees the opportunities to perform……if they can’t or won’t, then how to let them go.
Performance appraisal form I/ RATING SCALES OF PERFORMANCE APPRAISAL FORM: We can use scales as follows for this performance appraisal form. 1. 2. 3. 4. Unsatisfactory: Major improvements needed. Needs Improvement: Less than Satisfactory, could be doing better. Meets Expectations: Performing duties as directed with minimal Supervision. Excellent: Performing all duties in a cost-effective manner with positive, measurable results.
5. Outstanding: Performing at a level above and beyond the duties of the current position’s requirements. II/ CONTENTS OF PERFORMANCE APPRAISAL FORM: 1. Quality of work • • Consider accuracy, thoroughness, effectiveness. Pressure, ability to meet standards of quality.
Use of time and volume of work accomplished. Work output matches the expectations established.
2. Quantity of work • • Competence, thoroughness, and efficiency of work regardless of volume. Neatness and accuracy.
3. Teamwork: • • Establish and maintain effective working relationship with others. Shares information and resources with others
• Follows instructions of supervisor and respond to requests from others in the team in a helpful manner. • Contributing work and effort to group performance to meet agreed upon objectives and achieve team success 4. Job knowledge • • • Application of appropriate level of technical and procedural knowledge in specific field Degree of technical competence Understanding of job procedures, methods, facts and information related to assignments.
• Perform duties with minimal supervision but seek guidance where and when appropriate to the job, consults the appropriate staff 5. Initiative • Consider the extent to which the employee sets own constructive work practice and recommends and creates own procedures. • Self-starter, develop and implement new methods, procedures, solutions, concepts, designs and/or applications of existing designs or procedures. • • Accepts additional challenges and responsibilities and willingly assist others, self-reliant. Completes assignment on time.
6. Interpersonal relations • Consider the extent to which the employee is cooperative, considerate, and tactful in dealing with supervisors, subordinates, peers, faculty, students and others. 7. Health and safety compliance
• The degree to which he or she complies with or over sees the compliance with university safety rules. • The following are also to be completed for supervisory personnel and members of the administrative staff. 8. Communications abilities Performance appraisal of communications include elements as: • • • • • Ability to listen and understand information; Presents information in a clear and concise manner. Knows appropriate way of communicating with immediate superiors and the management Demonstrates respect for all individuals in all forms of communication Regardless of their background or culture;
9. Planning and organizing : • • • • • Adapting to changes and using resources effectively; Maintains confidentiality as appropriate. Setting objectives, establishing priorities, developing plans ; Arranging work schedules and prioritizing work to meet deadlines. Know when to ask for clarification before proceeding on a work project.
10. Problem analysis and decision making • • • Anticipating problems and facilitate problem resolution. Willingness to make necessary and immediate decisions given incomplete information. Understanding practical and workable solutions.
• Recognizing when a decision is necessary, asking for input, making decisions and providing information and feedback in a timely manner. 11. Staff development • The extent to which the individual provides guidance and opportunities to his or her staff for their development and advancement in the university. 12. Dependability Performance appraisal of dependability include elements as: • Starts work at appropriate time.
• Respects time allowed for breaks and lunch. • Follows policies for requesting and reporting time off. • Helps ensure work duties are covered when absent. • Consider the extent to which the employee completes assignments on time and carries out instructions. • Employee’s presence can be relied upon for planning purposes. • Attendance and punctuality meets supervisor’s requirements.
PERFORMANCE APPRAISAL PROCESS / PROCEDURE I / PURPOSE OF PROCEDURE: • • • Provide an opportunity for the manager and his/her supervisor to set mutual objectives. Provide a fair and effective means for making personnel decisions. Recognize the importance of the manager’s contribution to institutional success.
• Provide a forum for open discussion of the manager’s individual strengths and for the identification of areas where improvement is needed. • Improve the performance of the manager and, consequently, of the unit administered.
• Enhance the credibility of the management process, including the process by which decisions are made, in the eyes of those affected by the process. II / SCOPE OF PROCEDURE: • Apply for the evaluation of the entire company.
III / DEFINITIONS: • No.
IV / CONTENTS OF PROCEDURE: 1. Identify performance criteria:
The number of appraisal criteria for each position is from 3 – 10 criteria. The standards set should be clear, easily understandable and in measurable terms
• The appraisal criteria can be changed but must be the authority for approval and must be implemented for the relevant level before applying. • HR department and managers/ supervisor will set up weight of each criteria and must be approved directors. 2. Communicating performance criteria: • HR department should inform this procedure to all level of management and employees.
• The employees should be informed and the standards should be clearly explained in order to help them understanding their roles and to know what exactly is expected from them. • Performance criteria should also be communicated to the appraisers or the evaluators and if required. 3. Measuring performance Prepare. HR dept should prepare all materials, notes agreed tasks and records of performance, achievements, incidents, reports etc – anything pertaining to performance and achievement. Inform the appraisee: • To ensure the appraisee is informed of a suitable time and place and clarify purpose and type of appraisal. • Give the appraisee the chance to assemble data and relevant performance and achievement records and materials. Review and measure HR dept and managers / supervisors review the activities, tasks, objectives and achievements one by one, keeping to distinct separate items one by one. Agree an action plan • An overall plan should be agreed with the appraisee, which should take account of the job responsibilities and review strengths and weaknesses. • The plan can be staged if necessary with short, medium and long term aspects, but importantly it must be agreed and realistic. 4. Comparing with desired criteria • The actual performance is compared with the desired or performance criteria.
• The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance. 5. Discussing results The result of the appraisal should be communicated and discussed with the employees. • The feedback should be given with a positive attitude as this can have an effect on the employees’ future performance. • The purpose of the meeting should be to solve the problems faced and motivate the employees to perform better. • The results, the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus.