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Performance Appraisal

Transcript: Purpose Potential Benefits PERFORMANCE APPRAISAL Notes IMPROVING PERFORMANCE APPRAISALS GAME!!! Formal annual performance appraisals Probationary reviews Informal one-to-one review discussions Counselling meetings Observation on the job Skill- or job-related tests Assignment or task followed by review, including secondments (temporary job cover or transfer) Assessment centres, including observed group exercises, tests presentations, etc. Survey of opinion of others who have dealings with the individual Psychometric tests and other behavioural assessments Graphology (handwriting analysis) -Immediately after, record the plans made and points requiring follow-up - Provide a copy for the employee. - Evaluate your own performance. What I did well? Could have done better? Learned about the employee? Learned about myself Equality Regulation 2006 A Quick Guide for Managers -Training - Proving Feedbacks to Raters - Subordinate Participation Why Employees Dislike Performance Aprraisal Types -Rating Bias -Hypocrisy - Poor Informal Feedback - Poor Communication during Formal Feedback Sessions - Rater Errors Conducting - Give employee advance notice so that they can prepare for the discussion - Review the position's responsibilities and standards - Review the employee's job performance for the past year - Identify potential development areas that can be addresses through training and special projects - Set aside adequate block of uninterruted time to permit a full and complete discussion Following Up + Facilitation of Communication + Enhancement of employee focus through promoting trust + Goal Setting and desired performance reinforcement + Performance Improvement + Determination of Training needs -is a method by which the job performance of an employee is evaluated. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations. - is a systematic and periodic process that assesses an individual employee’s job performance and productivity in relation to certain pre-established criteria and organizational objectives. Process Performance Appraisal - Detrimental to quality improvement - Negative Perceptions - Errors - Legal Issues - Performance Goals - Derail Merit Pay or Performance-Based Pay Preparing - Make sure your focus is on the person and not on distractions. - Ask employee to review his/her job performance for the past year - Keep the focus on job performance and related factors, not personality. - Discuss job requirements, employee strengths, accomplishments and improvement needs. - Be prepared to cite observations for each point discussed. - Reach agreement on appropriate goals, development plans and timetables - Summarize what has been discuss and end on a positive note Helps develop individuals, improve organizational performance, and feed into business planning. Enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole. Important for staff motivation, attitude and behaviour development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff. Provide a formal, recorded, regular review of an individual's performance, and a plan for future development. Treating people fairly, regardless of age, is central to the principles of ethical business and ethical organisations. - Prepare - Inform - Venue - Layout - Introduction - Review and Measure - Agree an action plan - Agree specific objectives - Agree necessary support - Invite any other points or questions - Close positively - Record main points, agreed actions and follow-up Potential Complications Thank You for Listening!!! :">


Transcript: “… an effective appraisal process rewards productive employees and assists the professional growth and development of inexperienced & unproductive individuals.” ~ Mable H Smith Quick review Performance Appraisal - periodic evaluation of how well personnel have performed their duties during a specific period of time. - at the same time, performance appraisals generate information for salary adjustments, promotions, transfers, disciplinary actions and even terminations. As such, none of the manager’s actions is as personal as appraising the work performance of others. - work is an important part of one’s identity hence; people can get very sensitive to opinions about their job performance. Issues in Performance Appraisal Who's who?  Strategies to ensure performance appraisal accuracy (Marquis and Huston, 2012): a) Develop self- awareness regarding biases and prejudices b) Use appropriate consultation c) Gather data accurately over time d) Keep accurate anecdotal records for the length of the appraisal period e) Collect positive data and identify areas where improvement is needed f) Include employee’s own appraisal of his or her performance g) Guard against the following: Time! Formal or informal Contents Methods Valid & reliable Acceptable & feasible Specific Base on mission & objectives Tools Problems? Solution. Cost?! Tools in Performance Appraisal 1. Trait rating scales –most widely used of the many available appraisal methods (Marquis and Huston, 2012). Rates an individual against come standard. 2. Job dimension scales – rates the performance on job requirements. 3. Behaviourally anchored rating scales – also known as BARS, rates desired job expectations on a scale of importance to the position. 4. Checklists – rates performance against a set of list of desirable behaviors. It consists of several types: a) Weighted scale – composed of behavioural statements representing desirable behaviors with attached weighted score. b) Forced checklist – requires manager or supervisor to select an undesirable and a desirable behaviour for each employee. c) Simple checklist – comprise numerous words or phrases describing various employee behaviors or traits. 5. Critical incident method – manager keeps a written record of positive and negative performance of employees throughout performance period. 6. Essays – otherwisely known as free-form review, manager or supervisor describes the employee performance in narrative form. 7. Self- appraisals – employees are asked to submit written summaries or portfolios of their work- related accomplishments and productivity as part of their self- appraisal process. 8. Management by objectives (MBO) – incorporates both employee’s assessments as well as the organization. It is seldom used in healthcare, MBO can be an excellent tool to appraise employee in manner that promotes individual growth and excellence. MBO focuses on what must be accomplished (goals) rather than how it is to be accomplished. 9. Peer review – colleagues carry out monitoring and assessing work performance. The concept of collegial evaluation of nursing practice is closely related to maintaining professional standards. 10. The 360 degree evaluation – relatively new as it adapts peer review among others. The 360- degree evaluation includes an assessment by all individuals within the sphere of influence of the individual being appraised. This includes physicians, patients, coworkers, whoever they report to and employees from other departments with whom they work (Marquis and Huston, 2012). Cost The expenses involved in the performance appraisal procedure involve direct and indirect costs. 1. Direct – during the informal and formal appraisal activities, expenses can be considered direct costs measured base on the salary rate of the manager of supervisor. According to Linda Linfield (2012), an estimate cost would depend on the hourly rate of the manager. Example given below reflects the cost incurred in US dollars base on theoretical data. 2. Indirect – hidden costs of performance appraisal can be grouped into the following: a) Assessment activities b) Effects on employees "... it is a paradoxical but profoundly true and important principle in life that the most likely way to reach a goal is to be aiming not at that goal itself but at some more ambitious goal beyond it." ~ Arnold Toynbee Performance appraisal Motivation Appraisal Design RESULT ~ Met goal for the first 2 months. In the last 10 minutes, she conducted only 6 conferences ~ Attended 1 surgical nursing wound conference in the city & 1 in-house conference on TPN PERFORMANCE APPRAISAL Benefits Job design Leadership style Recruitment and selection Employee goals/needs/abilities Joany S Rabilas, MSBA, RN Education – basic/advanced CNE Skills/abilities Responsibilities MBO for Nurses EMPLOYEE PERFORMANCE Daily performance Attendance Punctuality Adherence to policies/procedures Absence of incidents/ errors/accidents Honesty Trustworthiness Ability OBJECTIVE: 1.

Performance Appraisal

Transcript: If the employee still disagrees then there is a cycle which is followed by Shan foods. b. Employees Satisfaction with Appraisal: Mutually set Initiative taken by the employee Set by mangers approval Justification for particular KPI Time frame Weights KPI’s Core Values AMIN NASRULLAH Performance Review GM The turnover rate at Shan food is around 7 to 8% Generic reason “employees get good salary package from other companies” A Special Thanks to: Continuous performance improvement tool: Benchmark of Salary and Compensation: Employee Climatic survey: Core Competencies: Training: Core Competencies Integrity Problem Solving/Critical solving Leadership Initiative taking Budgeting & Fiscal management Performance Appraisal Performance Assessment Hr Moderator By: Aqsa Sadiq Khadija Zafar Manager Performance appraisal is done on semi annually basis in Shanfoods. Shan foods employee are 97% satisfied with their appraisal Self appraisal forms Feedback Mutual agreement Overview Conclusion And Recommendation: Competency of the interviewee What are the assessment criteria? Performance Planning CEO a. Employee satisfaction regarding overall organization: Performance appraisal cycle Assessment Criteria Execution Phase a. Employee satisfaction regarding overall organization: b. Employees Satisfaction with Appraisal: Employees are given freedom to achieve their Coaching & Feedback Methodology Overall competent but a few problems Lack of company knowledge Did not remember the terminolgy Self Appraisal is necessary Mutually beneficial for employee and manager Employee Turnover Ratio: Start at the beginning of financial year. Meeting with their immediate supervisors Mutually set objectives and standards Methodology Shan Foods Impeccable integrity Caring for community Working with passion Commitment & Drive to go extra mile Delighting consumers Celebrating success Shariah Compliance Why the balanced scorecard method? Who is involved? When is it done? Balanced Scorecard method Shan foods value its employee and work with the philosophy: “Our people are our greatest strength” According to Shan last survey, the satisfaction ratio was 50 to 55% Shan is offering Market compatible salary to all its employees Competencies Satisfaction: Meeting at the end of fiscal year. Mutual decision Only ask the employees what they expects as for increment

Performance Appraisal

Transcript: Performance Appraisal Seminar What is a Performance Appraisal? A structured formal interaction between a subordinate and a supervisor, in which the work performance of the subordinate is examined and discussed. Process by which a manager examines and evaluates an employee's work behavior by comparing it with a pre-set standards. Uses results to provide feedback to the employee to show where improvements are needed and why. PEOPLE REALLY WORK BETTER WHEN THEY KNOW: What they are supposed to do. What authority they have. What their relationships with other people are. What the performance standards and objectives are. What their weaknesses are. What they are doing is of value. ENVIRONMENT TIME: Plan to make a time that works for both involved. PLACE: Make sure that the place is private and comfortable, and away from all that is going on in the office. QUIET: Make sure phones are cut off, and office phone is set to go straight to voicemail. You do not want any distractions. Verbal and Nonverbal Communication Roles of Communication Recognize your employee's accomplishments. Correct recurring errors. Indicate your interest in their success. Provide guidance on their personal development. Communication Recap Good Communication is vital to good performance. Communication is an aspect of performance that should be evaluated in the appraisal. Every personal development plan should include communication skill improvement. Performance Appraisals allow you, the leader, an opportunity to correct any errors in communication expectations, providing feedback, or recognizing success. GOAL SETTING AND PERFORMANCE EVALUATION PITFALLS TO AVOID HALO EFFECT- An employee is so good in one or more areas that poor performance in another area is ignored. Excellent employees do exist and supervisors should help them build upon their strengths. It is easier, however, to compliment an employee than to sit down and have a serious discussion about deficiences. This is especially true when the employee is a good and dependable employee. The supervisor is responsible for the growth and development of the employee and should view performance deficiencies as opportunities as opportunities to help the employee become a peak-performing employee in every area of their work. Goals should be related to both strengths and weaknesses. PITCHFORK EFFECT- opposite of halo effect. This is an instance when poor performance overshadows the good performance of an employee and the supervisor tends to notice only the negative. This results in setting goals in areas the employee may have difficulty with to support the supervisor's assessment of poor performance. STEREOTYPING- when the supervisor believes the employee won't be able to perform well and is not objective about the employee's capabilities. When this happens, the supervisor tends to set low goals that do not help the employee to grow and develop. If employees are to develop, some of their goals must challenge him/her or allow them to learn something new. COMPARING- when a supervisor rates two employees at the same time. Performance should be measured against individual standards of excellence. Employees should not be compared to each other. Each employee brings different skills and abilities to a position so goals should be established to enhance the employee's strengths and help them develop in areas where they are lacking. MIRRORING- some supervisors tend to hire, support, and give projects to employees that have a style and values that are similar to their own. This tendency to select and work more closely with people like ourselves gives us more of the same skills and talents in the workplace rather than contributing to diversity. Long Term Employee With Performance Issues Show Appreciation. Ask how the employee thinks things are going. Remember to focus on the performance, not the person. Give specific examples illustrating how the employee's performance did not meet your expectations. Re-state your expectations. Ask open questions and listen to identify employee's feelings about the job. Reinforce strengths and mutually develop a plan for improvement. Make sure that you and the employee reach a consensus on improvement plans. CLOSING WHAT CAN A PERFORMANCE APPRAISAL DO FOR YOU? ORGANIZATION Savings Accuracy Accountability Productivity Retention Communication Performance SUPERVISOR/MANAGERS Time Savings Reduced Conflicts Visible Accountability Efficiency Consistency Performance EMPLOYEES Clarification of Expectations Improved Self-assessment Improved Performance Career Paths Job Satisfaction Presentors/Topics: Kathy Rowe: Environment Kyle Caldwell: Verbal and Nonverbal Communication Dan Stocker: Goal Setting Kristin Baker: Right and Wrong way to a Performance Evaluation Lakeshia Mckie: Longterm Employee with Performance Issues VALUE OF EMPLOYEE APPRAISAL Management has an obligation to make sure workers know the rules A poor annual review should never come out of the blue Managers should

Performance Appraisal

Transcript: Performance Appraisals Kevin Colson Also known as: employee evaluations employee appraisals performance reviews career development discussions What is a performance appraisal? A periodic discussion and structured interaction between a supervisor and employee. Serves as a communication tool between the employee and the supervisor Why do we need performance appraisals? Defines what the employee has done in terms of an organization's objectives Success and failures Personal strengths and weaknesses Promotion or further training What is the harm of not doing evaluations? Lack of communication in the workplace No tangible eveidence of employee's development overtime Just to name a few appraisals used: Manager Essay Forced distribution (GE,Cisco Sys.) Weighted checklist Rating scales 360-degree Audience Supervisor and employee Varies with a 360-degree appraisal (employee, supervisor, peers, customers, or anyone that can provide insight and information) Content of Performance Appraisals 1. Header/Introduction (employee, supervisor, date) 2. Current performance compared against agreed performance 3. Comments section 4. Agreed actions/objectives to meet by next appraisal 5. Signatures Translate oraganization's mission into specific achievable goals Serves as a continuing record of employee development Gain new information and ideas from staff Opportunity to fully understand their role Identify career goals and skills Develop increased satifaction for meeting expectations Before the evaluation Communicate expectations (new or current hire) Document and observe all year long Give advice and warnings when necessary Preparing for the appraisal Review job description Pick the best time and place Never rush the evaluation The Evaluation Set goals, standards and expectations for next apppraisal Let employee start-90/10 rule Ask questions to clarify what was said Listen and take notes Employee Misbehavior Remain calm Establish eye contact Show concern Avoid argument Closing and Follow-up Complete written appraisal Have both supervisor and employee sign Maintain ongoing feedback Key Reminders Always prepare beforehand Review job description There should be no surprises Avoid favoritism/preferential treatment Be honest and accurate Do not focus on the evaluation sheet Questions? Bibliography Supervisor Employee

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