Dear HR Gurus,
Greetings to all! :icon1:
I have to introduce a Quarterly performance appraisal system in our organization. Our organization is in the automobile industry and emphasizes more on Sales.
Kindly help me out with the formats of appraisal forms that can be used on a quarterly basis for sales staff and also with the guidelines to design the same by giving ideas about parameters or criteria that can be used to set up a good appraisal form.
Thanks in advance.
Best Regards,
Priya
From India, Mumbai
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6Greetings to all! :icon1:
I have to introduce a Quarterly performance appraisal system in our organization. Our organization is in the automobile industry and emphasizes more on Sales.
Kindly help me out with the formats of appraisal forms that can be used on a quarterly basis for sales staff and also with the guidelines to design the same by giving ideas about parameters or criteria that can be used to set up a good appraisal form.
Thanks in advance.
Best Regards,
Priya
From India, Mumbai
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Hi Priya,
I am not an HR expert. See if this site triggers your brain to design one for yourself.
<link outdated-removed> (Search On Cite | Search On Google ) Found at automobile industry + sales staff appraisal - Google Search
Simhan A retired academic in the UK
From United Kingdom
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I am not an HR expert. See if this site triggers your brain to design one for yourself.
<link outdated-removed> (Search On Cite | Search On Google ) Found at automobile industry + sales staff appraisal - Google Search
Simhan A retired academic in the UK
From United Kingdom
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Hi Priya,
PFB the guidelines write-up for a Half-Yearly Performance Appraisal system that we follow in Vodafone. This appraisal session predominantly addresses the performance of the employee for the half-year and DOES NOT emphasize on rating or output!
** Have attached the format FY Ref...
Rgds, Viswa
The objectives of the HPP&R system are:
• Review performance for the completed half-year & assess performance against KRAs finalized
• Identification of areas of strength and development
• Chart out a short-term career development plan to enhance performance in the current/envisaged role
• Role clarity: -through re-defining KRA, as required HPP&R is a shared responsibility between the employee and the reporting manager. It is a continuous endeavor to obtain better employee-organization integration.
• Self-Appraisal: -submit your self-appraisal form to your appraiser (supervisor) after completing the self-assessment of your achievements against each KRA
• Post self-appraisal; -Appraiser (supervisor) to fill in his comments and review the same with the reviewing manager (feedback to the appraise not be shared at this level!)
• On review: -Both appraiser and reviewing manager to finalize the feedback & development plan
• Post-review: -The feedback/development plan to be shared with the appraise and jointly design the development plan
• Review the KRAs relevance for the next six months to align with the organizational objectives
From India, Hyderabad
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PFB the guidelines write-up for a Half-Yearly Performance Appraisal system that we follow in Vodafone. This appraisal session predominantly addresses the performance of the employee for the half-year and DOES NOT emphasize on rating or output!
** Have attached the format FY Ref...
Rgds, Viswa
The objectives of the HPP&R system are:
• Review performance for the completed half-year & assess performance against KRAs finalized
• Identification of areas of strength and development
• Chart out a short-term career development plan to enhance performance in the current/envisaged role
• Role clarity: -through re-defining KRA, as required HPP&R is a shared responsibility between the employee and the reporting manager. It is a continuous endeavor to obtain better employee-organization integration.
• Self-Appraisal: -submit your self-appraisal form to your appraiser (supervisor) after completing the self-assessment of your achievements against each KRA
• Post self-appraisal; -Appraiser (supervisor) to fill in his comments and review the same with the reviewing manager (feedback to the appraise not be shared at this level!)
• On review: -Both appraiser and reviewing manager to finalize the feedback & development plan
• Post-review: -The feedback/development plan to be shared with the appraise and jointly design the development plan
• Review the KRAs relevance for the next six months to align with the organizational objectives
From India, Hyderabad
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Hi,
First, you should understand the KRAs of the designation(s) you're going to appraise. KRAs, obviously, for different designations will be different. It's very important to document the KRAs correctly because the KRAs are going to be the base of the whole appraisal system. If they're not correctly established and documented, all your efforts are bound to go down the drain. Now to make the matters a little more difficult, it's not that easy to determine the KRAs of the sales team because, first, there are way too many tasks that are executed by the sales staff. Second, KRAs for different organizations are going to be different for the same designation or job profile. So you need to sit with some senior sales manager to establish these KRAs.
One more thing that is very important is to involve the employee who's being appraised in the whole process. Because if the employee does not accept the system of appraisal, you won't find very good results.
So by knowing the KRAs of the...
From India, Ludhiana
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First, you should understand the KRAs of the designation(s) you're going to appraise. KRAs, obviously, for different designations will be different. It's very important to document the KRAs correctly because the KRAs are going to be the base of the whole appraisal system. If they're not correctly established and documented, all your efforts are bound to go down the drain. Now to make the matters a little more difficult, it's not that easy to determine the KRAs of the sales team because, first, there are way too many tasks that are executed by the sales staff. Second, KRAs for different organizations are going to be different for the same designation or job profile. So you need to sit with some senior sales manager to establish these KRAs.
One more thing that is very important is to involve the employee who's being appraised in the whole process. Because if the employee does not accept the system of appraisal, you won't find very good results.
So by knowing the KRAs of the...
From India, Ludhiana
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(Fact Checked)-The user reply contains accurate information about establishing Key Result Areas (KRAs) and involving employees in the appraisal process. However, it lacks completion and coherence due to an abrupt end. Consider expanding on the guidance provided for a more comprehensive response. (1 Acknowledge point)
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