i joined new manufacturing company plz help me about how to do Performance Appraisal. plz send any method through i can start work on performance appraisal
From India, Madras
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1From India, Madras
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Hi i work with garment industry, even iam in need of inputs regarding PMS.. Regards, Arun Melville
From India, Madras
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From India, Madras
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Dear Vijay Baskar,
I have replied to your post on KPI. As part of setting up the Performance Management System, I will also establish the process of performance appraisal.
Thanks,
Dinesh V Divekar
From India, Bangalore
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I have replied to your post on KPI. As part of setting up the Performance Management System, I will also establish the process of performance appraisal.
Thanks,
Dinesh V Divekar
From India, Bangalore
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Hi Vijayabaskar,
Performance Appraisal is a part of PMS. The following write-up would give you an insight into how you can go about establishing the PMS at your organization.
Performance management is an organization-wide program that provides a structured approach to:
- Identify performance standards
- Communicate standards
- Performance appraisal
- Facilitate common understanding of "what" is to be achieved & "how" is to be achieved
- Measure & motivate performance
- Provide a basis for compensation decisions, promotion decisions, training and developmental programs, feedback & personal development of employees
An effective Performance Management System should achieve the following:
- Review the employment cycle of every employee, beginning with the recruiting process, employee development, and ending with effective exit interviews.
- Link employees' knowledge, skills, and abilities with the organization's human capital needs and business objectives.
- Provide managers and employees with the tools necessary to focus on short-term and long-term goals that contribute to both career and organizational success.
- Support the organization in developing and sustaining a culture that recognizes and rewards individual contributions and team performance.
- Promote a work climate that requires employees to remain flexibly focused. For instance, employees can manage current tasks and unit goals while keeping pace with, and adapting to, change in the work environment.
HIGHLIGHTS OF THE SYSTEM
- The appraiser and the appraisee jointly set the Key Result Areas (KRAs) and assign mutually agreed weightage expressed as a percentage. The achievement of the KRA is also expressed as a percentage.
- Simple mathematical relationship between set weightage and accomplishment gives a final numerical score on KRAs.
- To evaluate all management personnel on company values and leadership attributes a new section has been added entitled "Values in Action".
VALUES IN ACTION
- RELIABLE & RESPONSIVE
- SERVICE TO INTERNAL & EXTERNAL CUSTOMERS
- DRIVE FOR RESULTS
- QUALITY ORIENTATION
- MANAGING TIME
- COMMANDS RESPECT
- LEARNING, CREATIVITY & INNOVATION
- COMMUNICATION
- COACHING
- BUILDS WINNING TEAMS
- INSPIRES TRUST
- BUSINESS ACUMEN
- PROBLEM SOLVING & DECISION MAKING
- STRATEGIC VISIONARY
- CORPORATE CITIZENSHIP
- CONCERN FOR SAFETY AND ENVIRONMENT
WHAT IS A KEY RESULT AREA?
- A KRA refers to a target that needs to be achieved by the appraisee in a given time.
- KRAs are the set of performance expectations from the appraisee.
- The focus is on tangible outputs. However, this does not mean that tasks that have a qualitative output cannot form a KRA.
- KRAs are not job descriptions or routine activities. They do arise from job description but are not a collective 'whole' of all job activities put together.
KRA SETTING PROCESS
- Key Result Areas for an employee emerge from the organizational objectives, departmental goals, and work unit goals. This facilitates congruency between individual and departmental goals.
- The process of setting KRAs is a TOP-DOWN approach.
SETTING KRAs IN CASE OF A FUNCTIONAL REPORTING RELATIONSHIP
- Functional reporting cases will require input from the functional superior in setting KRAs for the appraisee.
- The appraiser, the appraisee, and the functional superior will have to mutually agree upon the KRAs for the appraisee.
- In case of a disagreement, it will be the functional superior's responsibility to convince the administrative superior to reach an agreement on the KRAs and communicate the same to the appraisee.
- In some cases, functional goals could be superordinate to business goals.
WHEN THE APPRAISEE STATES THE NEED FOR FURTHER DISCUSSION
- The reviewer meets the appraiser to investigate the point of disagreement.
- The reviewer decides to meet the appraisee to hear his/her views.
- The reviewer examines the case and communicates his/her decision to the appraiser.
- The appraiser communicates the decision of the reviewer to the appraisee.
MODERATION & NORMALIZATION PROCESS
- The Reviewer and Divisional Head will moderate each of the KRA and the Values in Action scores of an individual employee.
- Under moderation if the scores change, the reviewer/appraiser will revert to the appraisee and explain the specific changes made in each score and the reason/rationale behind the change.
- Following this, the KRA and Values in Action scores may undergo normalization if required.
FURTHER LINKS EMERGING FROM THE PMS
- Rewards and Recognition
- Training and Development
- Potential Appraisal
- Career and Succession Planning
360-DEGREE FEEDBACK - The most widely used tool for Performance Appraisal
In human resources, 360-degree feedback, also known as 'multi-rater feedback', 'multisource feedback', or 'multisource assessment', is employee development feedback that comes from all around the employee. "360" refers to the 360 degrees in a circle. The feedback would come from subordinates, peers, and managers in the organizational hierarchy, as well as self-assessment, and in some cases external sources such as customers and suppliers or other interested stakeholders. It may be contrasted with upward feedback, where managers are given feedback by their direct reports, or a traditional performance appraisal, where the employees are most often reviewed only by their manager.
The results from 360-degree feedback are often used by the person receiving the feedback to plan their training and development. The results are also used by some organizations for making promotional or pay decisions, which is sometimes called "360-degree review."
Hope this helps!
From India, Delhi
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Performance Appraisal is a part of PMS. The following write-up would give you an insight into how you can go about establishing the PMS at your organization.
Performance management is an organization-wide program that provides a structured approach to:
- Identify performance standards
- Communicate standards
- Performance appraisal
- Facilitate common understanding of "what" is to be achieved & "how" is to be achieved
- Measure & motivate performance
- Provide a basis for compensation decisions, promotion decisions, training and developmental programs, feedback & personal development of employees
An effective Performance Management System should achieve the following:
- Review the employment cycle of every employee, beginning with the recruiting process, employee development, and ending with effective exit interviews.
- Link employees' knowledge, skills, and abilities with the organization's human capital needs and business objectives.
- Provide managers and employees with the tools necessary to focus on short-term and long-term goals that contribute to both career and organizational success.
- Support the organization in developing and sustaining a culture that recognizes and rewards individual contributions and team performance.
- Promote a work climate that requires employees to remain flexibly focused. For instance, employees can manage current tasks and unit goals while keeping pace with, and adapting to, change in the work environment.
HIGHLIGHTS OF THE SYSTEM
- The appraiser and the appraisee jointly set the Key Result Areas (KRAs) and assign mutually agreed weightage expressed as a percentage. The achievement of the KRA is also expressed as a percentage.
- Simple mathematical relationship between set weightage and accomplishment gives a final numerical score on KRAs.
- To evaluate all management personnel on company values and leadership attributes a new section has been added entitled "Values in Action".
VALUES IN ACTION
- RELIABLE & RESPONSIVE
- SERVICE TO INTERNAL & EXTERNAL CUSTOMERS
- DRIVE FOR RESULTS
- QUALITY ORIENTATION
- MANAGING TIME
- COMMANDS RESPECT
- LEARNING, CREATIVITY & INNOVATION
- COMMUNICATION
- COACHING
- BUILDS WINNING TEAMS
- INSPIRES TRUST
- BUSINESS ACUMEN
- PROBLEM SOLVING & DECISION MAKING
- STRATEGIC VISIONARY
- CORPORATE CITIZENSHIP
- CONCERN FOR SAFETY AND ENVIRONMENT
WHAT IS A KEY RESULT AREA?
- A KRA refers to a target that needs to be achieved by the appraisee in a given time.
- KRAs are the set of performance expectations from the appraisee.
- The focus is on tangible outputs. However, this does not mean that tasks that have a qualitative output cannot form a KRA.
- KRAs are not job descriptions or routine activities. They do arise from job description but are not a collective 'whole' of all job activities put together.
KRA SETTING PROCESS
- Key Result Areas for an employee emerge from the organizational objectives, departmental goals, and work unit goals. This facilitates congruency between individual and departmental goals.
- The process of setting KRAs is a TOP-DOWN approach.
SETTING KRAs IN CASE OF A FUNCTIONAL REPORTING RELATIONSHIP
- Functional reporting cases will require input from the functional superior in setting KRAs for the appraisee.
- The appraiser, the appraisee, and the functional superior will have to mutually agree upon the KRAs for the appraisee.
- In case of a disagreement, it will be the functional superior's responsibility to convince the administrative superior to reach an agreement on the KRAs and communicate the same to the appraisee.
- In some cases, functional goals could be superordinate to business goals.
WHEN THE APPRAISEE STATES THE NEED FOR FURTHER DISCUSSION
- The reviewer meets the appraiser to investigate the point of disagreement.
- The reviewer decides to meet the appraisee to hear his/her views.
- The reviewer examines the case and communicates his/her decision to the appraiser.
- The appraiser communicates the decision of the reviewer to the appraisee.
MODERATION & NORMALIZATION PROCESS
- The Reviewer and Divisional Head will moderate each of the KRA and the Values in Action scores of an individual employee.
- Under moderation if the scores change, the reviewer/appraiser will revert to the appraisee and explain the specific changes made in each score and the reason/rationale behind the change.
- Following this, the KRA and Values in Action scores may undergo normalization if required.
FURTHER LINKS EMERGING FROM THE PMS
- Rewards and Recognition
- Training and Development
- Potential Appraisal
- Career and Succession Planning
360-DEGREE FEEDBACK - The most widely used tool for Performance Appraisal
In human resources, 360-degree feedback, also known as 'multi-rater feedback', 'multisource feedback', or 'multisource assessment', is employee development feedback that comes from all around the employee. "360" refers to the 360 degrees in a circle. The feedback would come from subordinates, peers, and managers in the organizational hierarchy, as well as self-assessment, and in some cases external sources such as customers and suppliers or other interested stakeholders. It may be contrasted with upward feedback, where managers are given feedback by their direct reports, or a traditional performance appraisal, where the employees are most often reviewed only by their manager.
The results from 360-degree feedback are often used by the person receiving the feedback to plan their training and development. The results are also used by some organizations for making promotional or pay decisions, which is sometimes called "360-degree review."
Hope this helps!
From India, Delhi
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Hi, I am Mary, and I am currently pursuing my MBA in the 2nd year. I want to work on my project about performance appraisal. Can anyone please help me understand how performance appraisal is conducted in pharmacy companies? It's urgent. I am also interested in learning about the latest appraisal methods being used in these companies. Thank you for your assistance.
From India, Hyderabad
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From India, Hyderabad
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Hi Vijaya,
I would like to inform you about the processes in my company (SVC industry) which can also be applied in the Pharmacy Industry.
We follow the Management by Objective system for appraisals. When a new employee joins:
1. Expectations and responsibilities are discussed.
2. Continuous monitoring of performance and behavior is conducted.
3. Capacity development is carried out through training or counseling.
4. Ratings are given periodically for performance and behavior.
5. Rewards and recognition include annual or quarterly salary increments and promotions or enhancements in job duties.
The process involves:
a) Employees who have completed one year or received an increment in the last year provide details of their Current CTC, Current Gross, and Attendance to HODs.
b) Approval is sought from HODs for submitting appraisal forms to respective leaders.
c) Once approval is received, appraisal forms are sent to seniors for completion. The process involves ensuring that the form is filled correctly by the employee, discussions on strengths, weaknesses, improvements, feedback, responsibilities, and future expectations.
d) The completed appraisal forms are reviewed by seniors.
e) Appraisal forms are sent to HODs for comments on employees, salary increments, promotions, etc. Appraisals are based on performance levels:
- Below average performers receive a 10% increment in Gross.
- Average performers receive a 15% increment in Gross.
- Above-average performers receive a 20-30% increment in Gross.
f) HODs' suggestions are sent to the HR manager.
g) HR manager responds with management approvals.
h) The payroll department updates salary details.
i) Increment letters are issued.
I hope this information is helpful. Let me know if you need any further details or clarification.
Best regards,
[Your Name]
From India, Mumbai
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I would like to inform you about the processes in my company (SVC industry) which can also be applied in the Pharmacy Industry.
We follow the Management by Objective system for appraisals. When a new employee joins:
1. Expectations and responsibilities are discussed.
2. Continuous monitoring of performance and behavior is conducted.
3. Capacity development is carried out through training or counseling.
4. Ratings are given periodically for performance and behavior.
5. Rewards and recognition include annual or quarterly salary increments and promotions or enhancements in job duties.
The process involves:
a) Employees who have completed one year or received an increment in the last year provide details of their Current CTC, Current Gross, and Attendance to HODs.
b) Approval is sought from HODs for submitting appraisal forms to respective leaders.
c) Once approval is received, appraisal forms are sent to seniors for completion. The process involves ensuring that the form is filled correctly by the employee, discussions on strengths, weaknesses, improvements, feedback, responsibilities, and future expectations.
d) The completed appraisal forms are reviewed by seniors.
e) Appraisal forms are sent to HODs for comments on employees, salary increments, promotions, etc. Appraisals are based on performance levels:
- Below average performers receive a 10% increment in Gross.
- Average performers receive a 15% increment in Gross.
- Above-average performers receive a 20-30% increment in Gross.
f) HODs' suggestions are sent to the HR manager.
g) HR manager responds with management approvals.
h) The payroll department updates salary details.
i) Increment letters are issued.
I hope this information is helpful. Let me know if you need any further details or clarification.
Best regards,
[Your Name]
From India, Mumbai
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Dear Vijay and Arun,
All the points mentioned by Divya and Neha are correct. However, the starting point is different. Why do we need a PMS? It is essentially to align the performance of individual employees in such a way that the company's objectives/targets are achieved. Therefore, you should first clearly articulate the company's objectives and targets. Once you have done that, proceed to outline how to achieve them or specify the actions by the employees that will lead to their achievement. Subsequently, evaluate these actions against mutually agreed standards.
This is the simplest form of appraisal. By incorporating training, rewards, and recognition, you create a comprehensive PMS.
For further information, please contact
.
Please remember, not everything can be quantified. What you measure is what you will get. Therefore, exercise caution when attempting to quantify everything.
Regards,
Sajan
From India, Hyderabad
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All the points mentioned by Divya and Neha are correct. However, the starting point is different. Why do we need a PMS? It is essentially to align the performance of individual employees in such a way that the company's objectives/targets are achieved. Therefore, you should first clearly articulate the company's objectives and targets. Once you have done that, proceed to outline how to achieve them or specify the actions by the employees that will lead to their achievement. Subsequently, evaluate these actions against mutually agreed standards.
This is the simplest form of appraisal. By incorporating training, rewards, and recognition, you create a comprehensive PMS.
For further information, please contact
Please remember, not everything can be quantified. What you measure is what you will get. Therefore, exercise caution when attempting to quantify everything.
Regards,
Sajan
From India, Hyderabad
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Hi everybody,
I'm a newbie, and thanks to all for the useful information. I see it's helpful for me.
Best regards
Spend time visiting Performance appraisal phrases. It's useful for this topic. Have a nice day!
From Vietnam, Hai Phong
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I'm a newbie, and thanks to all for the useful information. I see it's helpful for me.
Best regards
Spend time visiting Performance appraisal phrases. It's useful for this topic. Have a nice day!
From Vietnam, Hai Phong
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Performance Management System.doc