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 Behaviour
We need to calculate the nett. rating based on the parameter weightages for each employee .
Can you please provide me 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 Behaviour
We need to calculate the nett. rating based on the parameter weightages for each employee .
Can you please provide me a formula to calculate the rating based on the weightage ?
Thanks in advance
From Bahrain, Manama
Dear Rdsou,
I have gone through the attachment. Overall the sheet is fine except Sl No 9 and 10. Measurable component is not there is Sl No 10 (Initiative and Responsibilities).
Sl No 9, Work Behaviour: - There is a measurable component however, this KRA may become a weapon at the hands of superiors. Suppose manager does not like one of the worker or supervisor, then he may treat him/her vindictively and start giving poor rating 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 is output and not input as such. Definition of situation leadership may vary from one manager to another. This is a point where fights may occur between 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 Sl No 9 and 10. Measurable component is not there is Sl No 10 (Initiative and Responsibilities).
Sl No 9, Work Behaviour: - There is a measurable component however, this KRA may become a weapon at the hands of superiors. Suppose manager does not like one of the worker or supervisor, then he may treat him/her vindictively and start giving poor rating 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 is output and not input as such. Definition of situation leadership may vary from one manager to another. This is a point where fights may occur between 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 to Mr. Dinesh. Below mention are my views.
WORK BEHAVIOUR - Will work much better only if you are opting 360degrees feedback because there is always scope for BIASED DECISIONS in ONE WAY FEEDBACK.
INITIATIVES AND RESPONSIBILITIES - Please modify to ACCOUNTABILITY & OWNERSHIP, that also includes INITIATIVES and RESPONSIBILITIES.
With profound regards
From India, Chennai
I second to Mr. Dinesh. Below mention are my views.
WORK BEHAVIOUR - Will work much better only if you are opting 360degrees feedback because there is always scope for BIASED DECISIONS in ONE WAY FEEDBACK.
INITIATIVES AND RESPONSIBILITIES - Please modify to ACCOUNTABILITY & OWNERSHIP, that 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 5% weightage it may not affect the overall rating a lot. 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 Comm'n - 3 at 15%
Initiatives - 4 at 5%
Work behaviour - 3 at 5%
OVERALL Score = (4X25 + 5X20 + 5X15 + 3X15 + 4X5 + 3X5)/100 = 385/100 = 3.85
Have a nice day
Simhan
Leaning 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 5% weightage it may not affect the overall rating a lot. 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 Comm'n - 3 at 15%
Initiatives - 4 at 5%
Work behaviour - 3 at 5%
OVERALL Score = (4X25 + 5X20 + 5X15 + 3X15 + 4X5 + 3X5)/100 = 385/100 = 3.85
Have a nice day
Simhan
Leaning 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 less weightage 5% each to WORK BEHAVIOUR and INITIATIVES & RESPONSIBILITIES(ACCOUNTABILITY & OWNERSHIP) when its the BASE for THE BEST PRODUCTIVITY LEVELS.
ATTITUDE of an employee is the most important factor to be considered. BEHAVIOUR is a SUBSTE OF ATTITUDE. A GOOD ATTITUDE can MOTIVATE TEAM MEMBERS, PEERS, also those associated with XYZ EMPLOYEE and VICE VERSA. To my knowledge ATTITUDE is everything as it defines individuals SELF ESTEEM, STANDARDS etc.
To the contrary, an employee with BAD/NEGATIVE ATTITUDE producing BEST RESULTS may not WIN support from his superiors or can/may be a factor for creating/forming a team or individuals to adopt and work on similar ATTITUDE.
With profound regards
From India, Chennai
I forgot to mention that, you have given very less weightage 5% each to WORK BEHAVIOUR and INITIATIVES & RESPONSIBILITIES(ACCOUNTABILITY & OWNERSHIP) when its the BASE for THE BEST PRODUCTIVITY LEVELS.
ATTITUDE of an employee is the most important factor to be considered. BEHAVIOUR is a SUBSTE OF ATTITUDE. A GOOD ATTITUDE can MOTIVATE TEAM MEMBERS, PEERS, also those associated with XYZ EMPLOYEE and VICE VERSA. To my knowledge ATTITUDE is everything as it defines individuals SELF ESTEEM, STANDARDS etc.
To the contrary, an employee with BAD/NEGATIVE ATTITUDE producing BEST RESULTS may not WIN support from his superiors or can/may be a factor for creating/forming a team or individuals to adopt and work on similar ATTITUDE.
With profound regards
From India, Chennai
Dear members ,
Thanks a lot of your opinions . Dinesh Divekar , nashbramhall & skhadir
I will consider the pros and cons specific to the process requirements and will implement the KRA accordingly .
Much appreciated .
From Bahrain, Manama
Thanks a lot of your opinions . Dinesh Divekar , nashbramhall & 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 which you prepared is only certain level of people, (may be for some corporate office personnel) but if your efforts will not be sufficient for other related for ex. Maufacturing uts. it will be more other areas we have to identify in KRA. Will you ple do the needful that also.
Regards,
PBS KUMAR
From India, Kakinada
The KRA which you prepared is only certain level of people, (may be for some corporate office personnel) but if your efforts will not be sufficient for other related for ex. Maufacturing uts. it will be more other areas we have to identify in KRA. Will you ple do the needful that also.
Regards,
PBS KUMAR
From India, Kakinada
Hi Dinesh,
To restrict the bias decisions made by the supervisor, we can in fact, add one more line of review and that should happen between the individual and his skip level reporting (2nd Level supervisor) and in the end obvsly HR should do the final round of discussions with the employee, supervisor and the skip level if applicable basis the situation
hope this clarifies......
From Saudi Arabia, Jiddah
To restrict the bias decisions made by the supervisor, we can in fact, add one more line of review and that should happen between the individual and his skip level reporting (2nd Level supervisor) and in the end obvsly HR should do the final round of discussions with the employee, supervisor and the skip level if applicable basis 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
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Sample Performance Appraisal rating form.doc
Performance Rating guideline.pptx
Performance Review Form - KDCL for year 2010.xls