Dear members,
I have attached a KRA spreadsheet we have designed for our office. There are weightages (Column E) assigned for each parameter. For example, Accuracy holds more weightage than Work Behavior. We need to calculate the net rating based on the parameter weightages for each employee. Can you please provide me with a formula to calculate the rating based on the weightage?
Thanks in advance
From Bahrain, Manama
3I have attached a KRA spreadsheet we have designed for our office. There are weightages (Column E) assigned for each parameter. For example, Accuracy holds more weightage than Work Behavior. We need to calculate the net rating based on the parameter weightages for each employee. Can you please provide me with a formula to calculate the rating based on the weightage?
Thanks in advance
From Bahrain, Manama
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Dear Rdsou,
I have gone through the attachment. Overall, the sheet is fine except for Sl No 9 and 10. There is no measurable component in Sl No 10 (Initiative and Responsibilities).
Sl No 9, Work Behaviour: There is a measurable component; however, this KRA may become a weapon in the hands of superiors. Suppose a manager does not like one of the workers or supervisors, then he may treat him/her vindictively and start giving poor ratings in this column. How will you handle this situation?
Sl No 10, Initiatives and Responsibilities: There is no measurable component as such. Initiative and responsibility are outputs and not inputs as such. The definition of situational leadership may vary from one manager to another. This is a point where conflicts may occur between a manager and his/her junior.
When I went through the document, this is what I anticipated. Other senior members may give their views.
Thanks,
Dinesh V Divekar
"Beware of false knowledge; it is more dangerous than ignorance."
From India, Bangalore
I have gone through the attachment. Overall, the sheet is fine except for Sl No 9 and 10. There is no measurable component in Sl No 10 (Initiative and Responsibilities).
Sl No 9, Work Behaviour: There is a measurable component; however, this KRA may become a weapon in the hands of superiors. Suppose a manager does not like one of the workers or supervisors, then he may treat him/her vindictively and start giving poor ratings in this column. How will you handle this situation?
Sl No 10, Initiatives and Responsibilities: There is no measurable component as such. Initiative and responsibility are outputs and not inputs as such. The definition of situational leadership may vary from one manager to another. This is a point where conflicts may occur between a manager and his/her junior.
When I went through the document, this is what I anticipated. Other senior members may give their views.
Thanks,
Dinesh V Divekar
"Beware of false knowledge; it is more dangerous than ignorance."
From India, Bangalore
Dear Rdsou,
I second Mr. Dinesh. Below are my views.
WORK BEHAVIOR - Will work much better if you opt for 360-degree feedback because there is always scope for BIASED DECISIONS in ONE-WAY FEEDBACK.
INITIATIVES AND RESPONSIBILITIES - Please modify it to ACCOUNTABILITY & OWNERSHIP, which also includes INITIATIVES and RESPONSIBILITIES.
With profound regards,
From India, Chennai
I second Mr. Dinesh. Below are my views.
WORK BEHAVIOR - Will work much better if you opt for 360-degree feedback because there is always scope for BIASED DECISIONS in ONE-WAY FEEDBACK.
INITIATIVES AND RESPONSIBILITIES - Please modify it to ACCOUNTABILITY & OWNERSHIP, which also includes INITIATIVES and RESPONSIBILITIES.
With profound regards,
From India, Chennai
Dear rdsou,
Dinesh and Shaik Abdul have rightly commented on the problems with the design. However, as you have assigned only a 5% weightage, it may not affect the overall rating significantly. In order to calculate the overall score, you need to multiply the score and the weights given for each of the elements and add them up.
For example, let us assume the grades given are as follows:
- Accuracy: 4 at 25%
- Deadlines: 5 at 20%
- Reports: 5 at 15%
- Email Communication: 3 at 15%
- Initiatives: 4 at 5%
- Work Behavior: 3 at 5%
Overall Score = (4x25 + 5x20 + 5x15 + 3x15 + 4x5 + 3x5) / 100 = 385 / 100 = 3.85
Have a nice day.
Simhan
Learning and Teaching Fellow (Retd)
The University of Bolton, UK
Chief Advisor, Promentor-Consulting
From United Kingdom
Dinesh and Shaik Abdul have rightly commented on the problems with the design. However, as you have assigned only a 5% weightage, it may not affect the overall rating significantly. In order to calculate the overall score, you need to multiply the score and the weights given for each of the elements and add them up.
For example, let us assume the grades given are as follows:
- Accuracy: 4 at 25%
- Deadlines: 5 at 20%
- Reports: 5 at 15%
- Email Communication: 3 at 15%
- Initiatives: 4 at 5%
- Work Behavior: 3 at 5%
Overall Score = (4x25 + 5x20 + 5x15 + 3x15 + 4x5 + 3x5) / 100 = 385 / 100 = 3.85
Have a nice day.
Simhan
Learning and Teaching Fellow (Retd)
The University of Bolton, UK
Chief Advisor, Promentor-Consulting
From United Kingdom
Dear Rdsou,
I forgot to mention that you have given very little weightage, 5% each, to WORK BEHAVIOR and INITIATIVES & RESPONSIBILITIES (ACCOUNTABILITY & OWNERSHIP) when they are the BASIS for THE BEST PRODUCTIVITY LEVELS. The ATTITUDE of an employee is the most important factor to consider. BEHAVIOR is a SUBSET OF ATTITUDE. A GOOD ATTITUDE can MOTIVATE TEAM MEMBERS, PEERS, and those associated with XYZ EMPLOYEE, and VICE VERSA. To my knowledge, ATTITUDE is everything as it defines an individual's SELF-ESTEEM, STANDARDS, etc.
On the contrary, an employee with a BAD/NEGATIVE ATTITUDE producing the BEST RESULTS may not GAIN support from his superiors or may be a factor in creating a team or individuals to adopt and work on a similar ATTITUDE.
With profound regards
From India, Chennai
I forgot to mention that you have given very little weightage, 5% each, to WORK BEHAVIOR and INITIATIVES & RESPONSIBILITIES (ACCOUNTABILITY & OWNERSHIP) when they are the BASIS for THE BEST PRODUCTIVITY LEVELS. The ATTITUDE of an employee is the most important factor to consider. BEHAVIOR is a SUBSET OF ATTITUDE. A GOOD ATTITUDE can MOTIVATE TEAM MEMBERS, PEERS, and those associated with XYZ EMPLOYEE, and VICE VERSA. To my knowledge, ATTITUDE is everything as it defines an individual's SELF-ESTEEM, STANDARDS, etc.
On the contrary, an employee with a BAD/NEGATIVE ATTITUDE producing the BEST RESULTS may not GAIN support from his superiors or may be a factor in creating a team or individuals to adopt and work on a similar ATTITUDE.
With profound regards
From India, Chennai
Dear members,
Thank you very much for your opinions. Dinesh Divekar, nashbramhall, and skhadir. I will consider the pros and cons specific to the process requirements and will implement the KRA accordingly. Much appreciated.
From Bahrain, Manama
Thank you very much for your opinions. Dinesh Divekar, nashbramhall, and skhadir. I will consider the pros and cons specific to the process requirements and will implement the KRA accordingly. Much appreciated.
From Bahrain, Manama
Dear RDSOU,
The KRA you prepared is only for a certain level of people, maybe for some corporate office personnel. However, if your efforts are not sufficient for other related areas, for example, manufacturing units, we need to identify additional areas in the KRA. Could you please do the needful in that regard?
Regards,
PBS KUMAR
From India, Kakinada
The KRA you prepared is only for a certain level of people, maybe for some corporate office personnel. However, if your efforts are not sufficient for other related areas, for example, manufacturing units, we need to identify additional areas in the KRA. Could you please do the needful in that regard?
Regards,
PBS KUMAR
From India, Kakinada
Hi Dinesh,
To restrict the biased decisions made by the supervisor, we can, in fact, add one more line of review. This additional review should take place between the individual and his second-level reporting supervisor. Ultimately, HR should conduct the final round of discussions with the employee, supervisor, and the second-level supervisor if applicable, based on the situation.
Hope this clarifies...
From Saudi Arabia, Jiddah
To restrict the biased decisions made by the supervisor, we can, in fact, add one more line of review. This additional review should take place between the individual and his second-level reporting supervisor. Ultimately, HR should conduct the final round of discussions with the employee, supervisor, and the second-level supervisor if applicable, based on the situation.
Hope this clarifies...
From Saudi Arabia, Jiddah
Dear Simhan,
Could you tell me how to calculate/measure performance appraisal for the below scenario:
For Individual we have 4 categories like Very bad, Bad, Good, very Good. And I found him as “Bad”
For Company we have 4 categories like Very bad, Bad, Good, very Good. And I found it as “Very Good”
Now, we have to derive mid point for the above two which is based on 50% of the individual performance and 50% on Company performance. Could you suggest me the tool (Statistical/Mathematical) to calculate the above?
Regards,
Preethi
From India, Madras
Could you tell me how to calculate/measure performance appraisal for the below scenario:
For Individual we have 4 categories like Very bad, Bad, Good, very Good. And I found him as “Bad”
For Company we have 4 categories like Very bad, Bad, Good, very Good. And I found it as “Very Good”
Now, we have to derive mid point for the above two which is based on 50% of the individual performance and 50% on Company performance. Could you suggest me the tool (Statistical/Mathematical) to calculate the above?
Regards,
Preethi
From India, Madras
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