Performance Appraisal Guidelines for Managers

This paper is in conjunction with 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.

The performance appraisal form should be filled in handwriting. In addition to immediate/administrative manager, the appraise will be appraised by functional/technical manager wherever appropriate, e.g. professional staff based in the field offices will be appraised by their technical regional managers also. To do so first two pages (Section 1 – 4) of the form will be copied to 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. PERFORMANCE APPRAISAL GUIDELINES FOR MANAGERS

SECTION 3

Special Factors/other Circumstances, which Affected Results Factors that influenced results for over and/or under achievement (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 combined Score will be obtained using the specified appraisal ratio and the combined score will be used for Performance rating of the appraise. If the appraiser has been appraised by only

Immediate/Administrative Manager then 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 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 the 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 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 appraises 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 exercise 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 section 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 employees rating. 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 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
Task in 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 punctuality. Human Resource department should consolidate weekly and monthly attendance record and submit it 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:

Human Resource department draw a complete job description for every position and handover the hard copy of the assignment template to the concerned employee and measure 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 define 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 deliver 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’s performance management? Human Resource department is a key stakeholder to keep all proceedings of employee performance management exercise from initiations to management and keep all past record in its custody. The HR department is responsible to maintain all performance scores for reference and use it whenever required. Keep all performance results in concern employee’s personnel file for future reference

PERFORMANCE REVIEW COMMENTS:

Comments from an employee during the performance appraisal exercise is key to determine the pros and cons of the whole exercise and implement the improvements where needed. There is enough room to exchange the feedback through comments by employer and employee and try to conclude a session with better understandings.

REVIEW COMMENTS FROM EMPLOYEE:

Capacity building opportunities, 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 creating 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 employee’s performance through that. A well-defined role and job description is key to assess employee performance at end of 1^st quarter to determine the employee’s needs to the organization. Specify the key goals of the employee in the job description and conduct performance exercise 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 the 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 views and easy reach to 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 progress and where he/ she can feel the difficulties and how he /she handle the tough situation. An employee easily express his/her whole progress and share the issues personally and with teammates.