Performance Appraisal Lecture 7 PDF

Functions of a performance appraisal: Recognition Motivational Educational and developmental Influencing the social climate in the organisation Forms: Informal − should be provided by the manager as part of day-to-day management − focuses on immediate job...

Functions of a performance appraisal: Recognition Motivational Educational and developmental Influencing the social climate in the organisation Forms: Informal − should be provided by the manager as part of day-to-day management − focuses on immediate job performance − while the employee's behaviour is still vivid in their memory − not recorded − later feedback is not so effective Formal − Periodic, standardised, systematic, documented, it is a basis for further personnel activities. Often conducted on an annual or semi-annual basis. Has the following characteristics: − It is repeated at certain time intervals. − The appraisal system is known to the worker in advance. − The appraisal is written and has conclusions. − It must be discussed with the worker. − The worker normally acknowledges by signature that he/she has acknowledged the appraisal. Performance evaluation: Formal assessment of workers by their superiors  Allow a retrospective view of how the employee worked It focuses more on the past Performance management: Equal participation of both parties Clarify mutual expectations Focuses on the future (30:70) Key Activities: Performance and Development Agreements Define: − the expectations − how performance will be measured − competencies required to achieve the desired results Set performance and development objectives (3-5) Managing work performance throughout the year Formal performance appraisal for the period What to evaluate? performance (results), the compatibility of his/her work competence with the work demands, his/her personal characteristics in relation to work (work behaviour, social behaviour). Methods of work performance appraisal: According to the set objectives Meeting the norms/standards  Free description A scale, a scoring system Appraisal check-list Appraisal questionnaire Description of the critical incidents Creating a ranking of employees by performance Assessment centre Multilateral feedback: 180o evaluation - the supervisor but also the subordinates are involved in the feedback. 360o evaluation - supervisor, other supervisors, subordinates, co-workers, and self-evaluation. 540o evaluation - 360o evaluation and also on information obtained from outside the organisation or company (clients or customers). Portfolio of employees: Star-wants, knows how to Aspiring-wants, doesn’t know how to Meritorious-doesn’t want, doesn’t know how to Critic-doesn’t want, knows how to Performance management approach: Quadrant 1 - Develop, educate and encourage Quadrant 2 - Support and provide challenges Quadrant 3 - Try to persuade, and if that doesn't work, dismiss Quadrant 4 - Dismiss Appraisal Interview 1. Preparation 2. Execution - a formal, official meeting and so it must have a fixed content and timetable. Ask employee to tell you his/her self-evaluation Evaluate the current performance or past performance of the employee. Identify problems and/or explore possible opportunities related to the job. Recognise factors outside the employee's control that negatively affect job performance. Focus the employee's attention on the job and certain aspects of the job. Improve the communication between the subordinate and the supervisor. Formulate a plan to improve performance. Allow the employee to express his/her opinion; the appraiser should listen to his/her opinion. Provide a basis for remuneration. Recognise the employee's potential and the possibility of promotion or redeployment. Recognise the training and development needs of the employee. 3. Conclusion - the main points agreed between the supervisor and the employee must be reiterated. Closure can be perceived: Towards the employee: Agreement on new goals/objectives; Employee signature on the appraisal form (agreement on future performance); Thanking and saying goodbye to the employee. Towards the organisation: the interview report is signed by the employee and the supervisor.  The supervisor forwards it to the HR department. How to move the performance even further? Rough diamond (high potential, low performance)- develop (feedback, assignments) Future Star (high potential, medium performance) -stretch, develop (coach, assignments) Consistent Star (high potential, high performance) -stretch (mentor, delegate responsibilities) Inconsistent player (medium potential, low performance)-feedback, observe Key player (medium potential, medium performance) -develop (feedback, coach) Current Star (medium potential, high performance) -stretch, develop (coach, projects) Talent Risk (low potential, low performance) -bad hire (counsel PIP) Solid professional (low potential, medium performance) -observe (feedback, coach) High professional (low potential, high performance) – develop (assignments, learning) The Jack Welch Matrix: 1- Deliver results and lives by values espoused by organization 2- Doesn’t deliver results but lives by values espoused by organization- in the case of slightly unsatisfactory results, give room for correction, in the case of unsatisfactory results, consider reassignment to another position, and if grossly unsatisfactory results are repeated, the worker is dismissed 3- Doesn’t deliver results and doesn’t live by values espoused by organization - the worker is dismissed 4- Deliver results but doesn’t live by values - in the case of slightly unsatisfactory behavior, give room for correction, in the case of grossly unsatisfactory behavior, he is dismissed (he infects other workers)