This paper is in conjunction with the relevant
section of the Personnel Policies Manual and should thoroughly be studied by
each manager/supervisor before conducting a performance interview.
A performance appraisal interview must
be conducted with each employee on an annual basis or on a Periodical basis for
reviewing his/her performance against his/her job description.
To do so first two pages (Section 1 – 4) of the form will be copied to the concerned functional/technical manager. Different sections of The appraisal Form is explained here as follows:
Performance Appraisal Guidelines for Managers
SECTION 1
Personal Information
Personal information of the appraise
will be filled in this section.
SECTION 2
Performance Review based on Job
Objectives
Achievements of Objectives in section 2
represent the objectives mutually agreed upon between the immediate manager
(supervisor) and the employee (supervisee) by the end of the previous
appraisal.
These objectives should have been formulated as mentioned in section
12 (of the previous appraisal); will be used for scoring during the current
appraisal. Any additional/unplanned activities/tasks done may also be mentioned
here. Each objective should be scored as 10 for the highest and 1 for the least
performance.
Whole numbers should be used for scoring without any
decimals/fractions. ‘Verification Criteria’ include the sources of verification
where the results would be indicated e.g. progress and other reports.
SECTION 3
Special Factors/other Circumstances,
which Affected Results Factors that influenced results for over and/or underachievement (if any) would be mentioned here.
SECTION 4
Performance Measurement based on
Personal Traits
There are 17 performance traits. Traits
1 – 10 will be used for lower staff while professional and management staff and
above will be evaluated against all traits.
Each trait should be scored as 10
for the highest and 1 for the least performance. Whole numbers should be used for
scoring without any decimals/fractions.
SECTION 5
Overall performance will be evaluated on
the basis of the average score in Section 2 and Section 4.
SECTION 6
If the appraiser has been appraised by
both i.e. Immediate and Technical Managers then a combined Score will be obtained
using the specified appraisal ratio and the combined score will be used for a Performance
rating of the appraise.
If the appraiser has been appraised by only the Immediate/Administrative Manager then the score in section 5 will be used for performance rating.
Definition of Performance Rating Levels:
Outstanding
Consistently exceeds job expectations
Very Good
Consistently meets and occasionally
exceeds job expectations.
Good (Above Average)
Consistently meets the requirements of
the job
Average
Consistently meets the minimum
requirements of the job
Need’s Improvement
Meets only some requirements of the job we
have been facing a problem that our managers have the tendency of providing a
common score to all of their appraises. Whereas surveys indicate that a fair
appraisal system brings more or less the following distribution pattern of
employees:
Performance Rating % Appraises
Outstanding 5
Very Good 15
Good (Above Average) 65
Average of 10
Need’s Improvement 5
To avoid the tendency of providing a
common/usual score to each employee, this distribution pattern should be kept
in mind while doing a performance appraisal.
SECTION 7
Training and development needs of the
appraise would mutually be identified by the immediate Manager/supervisor and
employee and will be mentioned here in this section.
This should be done
keeping in view the availability of funds and budget.
However, no surety or guarantee should be given to the appraise that all identified training and
development needs of the appraise would be fulfilled in the future).
SECTION 8
Appraise should be allowed to put
his/her comments (if any) in this section.
SECTION 9
Considering the performance rating the
appraiser (immediate manager) may nominate the appraise for promotion and/or
salary adjustments here in this section by recommending if any change is to be
made in the grade/step of the appraise. This page (Section 9 – 11) will not be
shared with the appraiser.
SECTION 10
In this section appraiser’s supervisor
(i.e. Regional Head) will put his/her comments and may endorse or reject
recommendations provided by the appraiser regarding appraise.
SECTION 11
Comments/Decision of/by the Competent
Authority.
This section is to be used by the competent authority (e.g. GM) for comments/decisions on the basis of
recommendations and review.
SECTION 12
This section should list the objectives for the next appraisal period. These
objectives should mutually be agreed upon between the appraiser and the
appraise.
Objectives should specifically be based upon the annual
plan/targets/activities and generally, be based upon the appraised job
description and organizational goals.
Some emphasis should be put on the
appraise, particularly on any aspects of self-development or Changes in work
style, techniques, or knowledge acquisition, and include recommendations to
improve job performance. Copy of this section will be provided to the appraiser.
Employee Performance Management System
The
performance appraisal exercises a long time taking the process to determine the best performer of the last quarter and consolidate all ratings to nominate the
annual best performer employee.
The Human Resource department
manages all performance appraisal exercises with other concern sections and
consolidates all ratings.
The
performance management system determines the organization's strong points and
policy implementation plan on all employees and provides equal opportunities to
all employees to get all benefits i.e. financial and promotional.
PERFORMANCE POLICY:
Most
organizations adopt different types of performance appraisal policies to assess
employee ratings. The most common and useful exercise is 360 degree and peer
evaluation is the best result in providing exercise.
The performance exercise
is a key function of the human resource department and a key point of the
organization’s personnel policy. All employees’ promotional and financial
benefits link with the impartial exercise of performance policy.
PERFORMANCE
TRACKER:
OBJECTIVE
SETTING FORM
NAME OF
EMPLOYEE
DESIGNATION
EMPLOYEE
GRADE
DEPARTMENT
OBJECTIVE
SETTING DATE
EVALUATION
PERIOD
NAME OF
SUPERVISOR
LOCATION
KEY TASK
|
ANNUAL
OBJECTIVE SETTING (AT THE BEGINNING OF THE EVALUATION PERIOD) |
||
|
S, No |
KEY
TASKS/ TARGETS |
CRITERIA
FOR VERIFICATION |
Appraisee’s
Signature Appraiser’s
Signature
Date Date
|
Tasks Status |
Points Awarded |
|
Complete |
|
|
Nearly Complete |
|
|
Half Way Complete |
|
|
The task in the initial stage |
|
|
Task not initiated |
|
Quality of Tasks Performed |
Points Awarded |
|
Very Good |
|
|
Good |
|
|
Average |
PERFORMANCE MEASUREMENT:
There are
several measurement tools available to measure the employee’s work performance.
PUNCTUALITY:
Track the
employee’s attendance record including in-out time from the attendance register
to determine the employee's punctuality.
The human resource department
should consolidate weekly and monthly attendance records and submit them to the
finance department before salary disburses to the employees.
Deduct
salary and employee benefits of absenteeism as per the organization’s policy
clauses refer to the employee’s absenteeism.
DELIVER RESULT:
The human resource department draws a complete job description for every position and
handover the hard copy of the assignment template to the concerned employee and
measures the quality of tasks performed and delivers the best result of the
given assignments.
HONESTY:
Human
Resource Department should develop a true mechanism to assess the employee’s
honesty with the organization through the defined processes mentioned in the organization’s personnel policy and ensure the policy compliances while
assessing the said employee.
COMMITMENT:
Complete
all assigned tasks within the mentioned period of time by considering the
quality of the result. The immediate supervisor cross-checks the
outcomes with his/ her eyes.
PERFORMANCE MEASUREMENT TOOLS:
Employee’s
capacity building through training and development process: accept the delivered
result and consult with the employee for better results. Encourage
the right things and appreciate employees in front of other colleagues.
PERFORMANCE MANAGEMENT:
How to
manage employee performance management? The human resource department is a key
stakeholder to keep all proceedings of employee performance management exercise
from initiations to management and keep all past records in its custody.
The HR department is responsible to maintain all performance scores for
reference and use them whenever required. Keep all performance results in the concerned
employee’s personnel file for future reference
PERFORMANCE REVIEW COMMENTS:
Comments
from an employee during the performance appraisal exercise are key to determining
the pros and cons of the whole exercise and implementing the improvements where
needed.
There is enough room to exchange feedback through comments by
employer and employee and try to conclude a session with better understanding.
REVIEW COMMENTS FROM EMPLOYEES:
Capacity
building opportunities, a Friendly working environment, suitable pay and
compensation benefits, key role and responsibilities, and respect from the
employer.
PERFORMANCE GOALS EXAMPLES:
Designed
comprehensive and result-oriented job goals to create a position with the consensus of the concern section.
What are the key tasks of the position and
what outcomes need the organization from the said position? Write down the job
specification and include the key tasks in the job description to measure
employees’ performance through that.
A well-defined role and job description is key to assessing employee performance at end of 1st quarter
to determine the employee’s needs to the organization. Specify the key goals of
the employee in the job description and conduct performance exercises according
to the set goals.
PERFORMANCE REVIEW SAMPLE:
There is
a different performance review sample in place of the organization to determine
the employee's performance from start to end.
However, the most common and useful review sample is to peer evaluation system which gives both to explain
the overall issues and share the solutions for better understanding.
In the
peer evaluation, both employer and employee freely exchange the points of view
and easily reach a better stage where both agreed with the decision.
EYE TO EYE CONTACT:
Employer allows the employee to defend what he/ she done in last year's
progress and where he/ she can feel the difficulties and how he /she handle the
tough situation.
An employee easily expresses his/her whole progress and shares
the issues personally and with teammates.
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