Hi,
I am the HR of a small software company. Previous to my joining there was no HR in the company. The process used by the company before my joining is::
1)Depending on the experienced( after like say 9 months completed in the company ) raise the payment of that person
2) no skill based increment
3) Bonuses to few employees.
SO NOW ITS A BIG TASK FOR ME TO GET A STANDARD APPRAISAL SCHEME IN PLACE.
MY QUESTION IS ::
IS THERE ANY STANDARD PROCESS OF PERFIRMANCE APPRAISAL ? DOES ANYONE HAS ANY STANDARD DOCUMENT FOR THE SAME ? PLEASE HELP
Regards,
Vikram.
From India, Pune
I am the HR of a small software company. Previous to my joining there was no HR in the company. The process used by the company before my joining is::
1)Depending on the experienced( after like say 9 months completed in the company ) raise the payment of that person
2) no skill based increment
3) Bonuses to few employees.
SO NOW ITS A BIG TASK FOR ME TO GET A STANDARD APPRAISAL SCHEME IN PLACE.
MY QUESTION IS ::
IS THERE ANY STANDARD PROCESS OF PERFIRMANCE APPRAISAL ? DOES ANYONE HAS ANY STANDARD DOCUMENT FOR THE SAME ? PLEASE HELP
Regards,
Vikram.
From India, Pune
Hello Friend,
Yes there are standard formats available in companies who have established the Performance Appraisal System. However these formats can be used as reference documents to design your own performance appraisal system. I am attaching a performance appraisal format for your ready reference and you may get some more such forms in CiteHR site.
If you read the first sheet - which is flow chart of the process you will realize there are basically following major stages in the process:
1] Target setting by superior and subordinate - targets to be in line with company/ department objectives
[Coaching and Guiding by superior at regular intervals so that employee performs]
2] Performance Review at the end of the quarter to evaluate the performance jointly by superior and the employee - assigning a value to the performance - that is what word "appraisal" means say 7 out of 10 or 85% etc.
3] Set mutually agreed targets for next quarters in line with company targets/goals
The process of appraisal ends here BUT the there are more important actions still to be done - understand "how the performance for the next quarter can be improved" and how the results have been achieved - did the employee display qualities like teamwork, initiative, cooperation, cost consciousness etc - a certain % is assigned to the traits displayed and how to develop these traits further is discussed.
This process is "Performance Management".
Coming to salary - this aspect is slightly complex- we logically feel that salary rise should be linked to performance but that is not the only factor, we also need to give salary increases for following:
a] What is market value of the job - if you do not pay adequately the person may leave
b] Criticality of the person - if a person has expertise not easy to get we may have to pay him higher - irrespective of his actual performance.
Equity and fairness are valid but it is quite difficult to maintain equity for all. Additional factors like age, experience can also affect the salary increase decisions. Some decisions are also "correcting" some previous "wrong" decisions taken. Discrimination on basis of these factors is natural and should be accepted. Such discrimination if based on prper rationale is explained to employees they will also accept. Remember- such discrimination will be necessary to retain talent.
Hope this is useful.
Regards
Nishikant
From United States, Greensboro
21Yes there are standard formats available in companies who have established the Performance Appraisal System. However these formats can be used as reference documents to design your own performance appraisal system. I am attaching a performance appraisal format for your ready reference and you may get some more such forms in CiteHR site.
If you read the first sheet - which is flow chart of the process you will realize there are basically following major stages in the process:
1] Target setting by superior and subordinate - targets to be in line with company/ department objectives
[Coaching and Guiding by superior at regular intervals so that employee performs]
2] Performance Review at the end of the quarter to evaluate the performance jointly by superior and the employee - assigning a value to the performance - that is what word "appraisal" means say 7 out of 10 or 85% etc.
3] Set mutually agreed targets for next quarters in line with company targets/goals
The process of appraisal ends here BUT the there are more important actions still to be done - understand "how the performance for the next quarter can be improved" and how the results have been achieved - did the employee display qualities like teamwork, initiative, cooperation, cost consciousness etc - a certain % is assigned to the traits displayed and how to develop these traits further is discussed.
This process is "Performance Management".
Coming to salary - this aspect is slightly complex- we logically feel that salary rise should be linked to performance but that is not the only factor, we also need to give salary increases for following:
a] What is market value of the job - if you do not pay adequately the person may leave
b] Criticality of the person - if a person has expertise not easy to get we may have to pay him higher - irrespective of his actual performance.
Equity and fairness are valid but it is quite difficult to maintain equity for all. Additional factors like age, experience can also affect the salary increase decisions. Some decisions are also "correcting" some previous "wrong" decisions taken. Discrimination on basis of these factors is natural and should be accepted. Such discrimination if based on prper rationale is explained to employees they will also accept. Remember- such discrimination will be necessary to retain talent.
Hope this is useful.
Regards
Nishikant
From United States, Greensboro
Hello,
I am attaching file once again - it can be seen at the bottom of the message in a table like format.
I hope you have adob reader 7 for reading this file on computer.
In case if you are still not able to receive it - pls inform me other e-mail id I will send at that id as well.
Regards
Nishikant
From United States, Greensboro
I am attaching file once again - it can be seen at the bottom of the message in a table like format.
I hope you have adob reader 7 for reading this file on computer.
In case if you are still not able to receive it - pls inform me other e-mail id I will send at that id as well.
Regards
Nishikant
From United States, Greensboro
Hi,
Let's look at the PA tools. type-wise you can have 2 kind of tools: - 1. Stand Alone (or independent tools), 2. System dependant. In case of system dependant tools, the tool is prescribed within the system e.g. MBO, kaizen etc. There are independent tools like ROPAS etc. However, before adminstering any tool one need to customize the same according to the need of the organization.
I am enclosing herewith a copy of ROPAS, customized to our organization, you may try it.
Regards,
Manas Das
Head - HRD
Merino Industries Ltd.
From India, Delhi
Let's look at the PA tools. type-wise you can have 2 kind of tools: - 1. Stand Alone (or independent tools), 2. System dependant. In case of system dependant tools, the tool is prescribed within the system e.g. MBO, kaizen etc. There are independent tools like ROPAS etc. However, before adminstering any tool one need to customize the same according to the need of the organization.
I am enclosing herewith a copy of ROPAS, customized to our organization, you may try it.
Regards,
Manas Das
Head - HRD
Merino Industries Ltd.
From India, Delhi
Hi Vikram, I am attaching here a standard appraisal form. Hope this is helpful in establishing the process at your company. Regards, Aditi
From India, Ahmadabad
From India, Ahmadabad
hi actually i m working in a bank ,i hv recently joined n my company has given me an appraiser form to fill ,but seriously i dont know what to write.can anyone help me regards ischa
From United Arab Emirates, Dubai
From United Arab Emirates, Dubai
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Performance-app raisal-senthiln athan.hr@gmail. com.zip
Strategic-hr-ma nagement2_422.p df
Employee Appraisal Form new.doc