Dear HR Friends,
I am looking for a Performance Appraisal Form to evaluate the Senior Management by the CEO.
I am looking for SMART for that is away from 360 and the regular for for the rest professional levels.
if a CEO wants to appraise his senior managers team, what sort of forms should he fill to evaluate their performance? something different from 360 degree.
I want one to one evaluation form (CEO and the senior manger).
please don't hesitate to email me on
Regards,
Hayyah
From United Arab Emirates, Abu Dhabi
1I am looking for a Performance Appraisal Form to evaluate the Senior Management by the CEO.
I am looking for SMART for that is away from 360 and the regular for for the rest professional levels.
if a CEO wants to appraise his senior managers team, what sort of forms should he fill to evaluate their performance? something different from 360 degree.
I want one to one evaluation form (CEO and the senior manger).
please don't hesitate to email me on
Regards,
Hayyah
From United Arab Emirates, Abu Dhabi
Dear Hayyah,
The information that you have furnished is inadequate. You should have mentioned what type of industry you work in, what is the length of service when you mean "senior manager", function of that senior manager (HR, marketing etc) and so on.
I don't know in what position you work but I feel that your CEO should not have delegated this job to you. When a person reaches to the level of CEO, he/she should have built institution within him/her and should be competent to design the form on one's own.
Anyway, as I see you can include the following points in the appraisal: -
a) Ability to empower others
b) Conceptual Thinking
c) Strategic Thinking
d) Entrepreneurial orientation
e) Fostering Innovation
f) Result orientation
g) Forward thinking
Ok...
Dinesh V Divekar
From India, Bangalore
The information that you have furnished is inadequate. You should have mentioned what type of industry you work in, what is the length of service when you mean "senior manager", function of that senior manager (HR, marketing etc) and so on.
I don't know in what position you work but I feel that your CEO should not have delegated this job to you. When a person reaches to the level of CEO, he/she should have built institution within him/her and should be competent to design the form on one's own.
Anyway, as I see you can include the following points in the appraisal: -
a) Ability to empower others
b) Conceptual Thinking
c) Strategic Thinking
d) Entrepreneurial orientation
e) Fostering Innovation
f) Result orientation
g) Forward thinking
Ok...
Dinesh V Divekar
From India, Bangalore
Dear Hayyah,
I used to work for GE. There each person agrees half a dozen goals for the year with their line manager. These goals are set as SMART goals and reviewed regularly during the year to ensure they are met.
Als, extensive research was carried out to identify the 5 core 'values' that senior managers needed to display - Expertise, External Focus, Inclusiveness, etc. These values were then used as part of the annual assessment process.
Perhaps you could suggest the same to your CEO.
If you need me to conduct surveys and interviews to identify the core company values for your firm send me an email.
Yours
From India, Kochi
I used to work for GE. There each person agrees half a dozen goals for the year with their line manager. These goals are set as SMART goals and reviewed regularly during the year to ensure they are met.
Als, extensive research was carried out to identify the 5 core 'values' that senior managers needed to display - Expertise, External Focus, Inclusiveness, etc. These values were then used as part of the annual assessment process.
Perhaps you could suggest the same to your CEO.
If you need me to conduct surveys and interviews to identify the core company values for your firm send me an email.
Yours
From India, Kochi
Dear Ranjit Das,
I beg to differ with you although slightly. The company's name that you have quoted is Fortune 500 company. What was true for GE may not or need not be true for Hayyah's company (since we do not know whether it is as organised as GE).
About SMART goals: - Senior management personnel attain their SMART goals through their people. Now if subordinates are not that competent, then how is the senior person going to attain that goal?
SMART goals are deceptive too. Setting goal is much easier but creating conducive environment for their attainment is quite challenging. There are two types of goals - what goals and how goals. Former are task oriented and latter are process oriented.
A senior manager may have know how of setting how goals, but if the subordinates do not have that kind of calibre then what is the use of having SMART goals?
Secondly, attaining KRA could be part of performance appraisal. But attainment of KRA itself cannot be performance appraisal.
You have mentioned performance appraisal on the demonstration of certain values. Really it will be great. But then that kind of organisation requires great amount of maturity and every company may or many not have that maturity.
Ok...
Dinesh V Divekar
From India, Bangalore
I beg to differ with you although slightly. The company's name that you have quoted is Fortune 500 company. What was true for GE may not or need not be true for Hayyah's company (since we do not know whether it is as organised as GE).
About SMART goals: - Senior management personnel attain their SMART goals through their people. Now if subordinates are not that competent, then how is the senior person going to attain that goal?
SMART goals are deceptive too. Setting goal is much easier but creating conducive environment for their attainment is quite challenging. There are two types of goals - what goals and how goals. Former are task oriented and latter are process oriented.
A senior manager may have know how of setting how goals, but if the subordinates do not have that kind of calibre then what is the use of having SMART goals?
Secondly, attaining KRA could be part of performance appraisal. But attainment of KRA itself cannot be performance appraisal.
You have mentioned performance appraisal on the demonstration of certain values. Really it will be great. But then that kind of organisation requires great amount of maturity and every company may or many not have that maturity.
Ok...
Dinesh V Divekar
From India, Bangalore
Dear All,
Hi and wish you all a very happy and properous new year. Following are my views on the above issue.
1)Irrespective of the type, maturity and the level of competencies etc of team members, if the prefromance of a particular role has to be evaluated by the CEO of the organization it is very significant.
a) The Goal and KRA setting is a mutually aggreed process and the organizational goals over ride the individual goals. The organizational goals percolating down to each KEY function naturally define the basic minimum expectation of that function and there would be no compromise on that. Hence the CEO is requierd to set goals along with the senior managers.
b) According to me there are no what and how goals. The set goal has to be achived in the prescribed manner with specific supporting activities and by following the standard operating procedures.
c) If the subordinates do not have the calibre then why to keep them? If the competency needs to be developed among the suborodinates is it not one of the KRA's of the senior manager?. Is people development not a goal ?
d) While people are very clear about the difference between KRA and performance, it would be appropriate to define the flow of the entire process - Defining the organization goals- Defining the functional goals - setting the KRA for each function / role - periodic evaluation of the attainment of KRAs - correction of KRA/ amendement of goals based on business situations- annual review - performance feed back - performance counselling.
Kind regards
Dayanand L Guddin
Sr. Head- HR
BOBST INDIA
From Singapore, Singapore
Hi and wish you all a very happy and properous new year. Following are my views on the above issue.
1)Irrespective of the type, maturity and the level of competencies etc of team members, if the prefromance of a particular role has to be evaluated by the CEO of the organization it is very significant.
a) The Goal and KRA setting is a mutually aggreed process and the organizational goals over ride the individual goals. The organizational goals percolating down to each KEY function naturally define the basic minimum expectation of that function and there would be no compromise on that. Hence the CEO is requierd to set goals along with the senior managers.
b) According to me there are no what and how goals. The set goal has to be achived in the prescribed manner with specific supporting activities and by following the standard operating procedures.
c) If the subordinates do not have the calibre then why to keep them? If the competency needs to be developed among the suborodinates is it not one of the KRA's of the senior manager?. Is people development not a goal ?
d) While people are very clear about the difference between KRA and performance, it would be appropriate to define the flow of the entire process - Defining the organization goals- Defining the functional goals - setting the KRA for each function / role - periodic evaluation of the attainment of KRAs - correction of KRA/ amendement of goals based on business situations- annual review - performance feed back - performance counselling.
Kind regards
Dayanand L Guddin
Sr. Head- HR
BOBST INDIA
From Singapore, Singapore
Irrespective of levels, you may implement goal setting.
Link the corporate goals to individual and team goals.
Integrate goal review with appraisal review (quantitative or qualitative)
Initiate collaborative feedback mechanism in-house throughout the year (you may use yammer like web based tools, if the employees are matured enough to use it)
If you can instill more transparency, people will be delighted more and unnecessary power politics will go away.
If you stick to a template based appraisal alone (once or twice in a year), it will be downgraded to a number game, over a period of time
From India, Bangalore
Link the corporate goals to individual and team goals.
Integrate goal review with appraisal review (quantitative or qualitative)
Initiate collaborative feedback mechanism in-house throughout the year (you may use yammer like web based tools, if the employees are matured enough to use it)
If you can instill more transparency, people will be delighted more and unnecessary power politics will go away.
If you stick to a template based appraisal alone (once or twice in a year), it will be downgraded to a number game, over a period of time
From India, Bangalore
REspected All my HR friends,
we have designed & implemented an Appraisal system which conceptually works on Financial performance + Qualitative performance + Loyalty performance of an employee.
we have designed the system in a Rating System pattern, where we collect the feedback Objectively form internal & external customers / employees for the apprasiee.
Regards
Amogh
From India, Mumbai
we have designed & implemented an Appraisal system which conceptually works on Financial performance + Qualitative performance + Loyalty performance of an employee.
we have designed the system in a Rating System pattern, where we collect the feedback Objectively form internal & external customers / employees for the apprasiee.
Regards
Amogh
From India, Mumbai
Hi
If your CEO is an average person then a simple appraisal sheet would do for him to evaluate the Sr Mgr. If the CEO is really a management guy then he can redesign himself or the HR department could design a special evaluation sheet exclusively for Sr level positions.
Based on the industry and domain function, the CEO has to be in a position to modify any evaluation sheet to his expectation. If CEO is not appreciably intelligent and smart, any 'Yes sir' manager can bend him to his tune.
Whatever it is, the appraisal sheet is a formal paper and soon it will go into cabinet files. The final result has to be a favourable hike. Thatz it.
I recently happened to go through the Appraisal sheet of a top IT company XXXXXXX. It had a mention for target work, work hours, achievable, non-achievable, etc. The data expected out of an employee was rubbish and the target hours set was unarguably impossible. I wondered what would happen if that process is benchmarked by others.
By the time, an employee tries to achieve the target hours, he would become impotent, bed ridden and unusable for the next job; the high figure salary earned by him will go to doctor's pocket.
So, don't be serious about appraisal. it is just a sampradaya process.
Regards
Chandru
From India, Madras
If your CEO is an average person then a simple appraisal sheet would do for him to evaluate the Sr Mgr. If the CEO is really a management guy then he can redesign himself or the HR department could design a special evaluation sheet exclusively for Sr level positions.
Based on the industry and domain function, the CEO has to be in a position to modify any evaluation sheet to his expectation. If CEO is not appreciably intelligent and smart, any 'Yes sir' manager can bend him to his tune.
Whatever it is, the appraisal sheet is a formal paper and soon it will go into cabinet files. The final result has to be a favourable hike. Thatz it.
I recently happened to go through the Appraisal sheet of a top IT company XXXXXXX. It had a mention for target work, work hours, achievable, non-achievable, etc. The data expected out of an employee was rubbish and the target hours set was unarguably impossible. I wondered what would happen if that process is benchmarked by others.
By the time, an employee tries to achieve the target hours, he would become impotent, bed ridden and unusable for the next job; the high figure salary earned by him will go to doctor's pocket.
So, don't be serious about appraisal. it is just a sampradaya process.
Regards
Chandru
From India, Madras
Dear All Seniors,
I Respect and adore all the views given by the experienced and senior professionals, but as this is a very interesting and challenging task for the HR's please do suggest with some customised format or standard guidelines where we can use that info to develop/ prepare according to the requirement to conclude in a smoother process.
I am working as executive HR in of the Training company and still I am learner and this seems to be very interesting case, so please suggest how to go ahead in this situation, I myself or some body else might face this situation in there companies.
Looking for the positive replies. please correct me if I am wrong any where.
Regards
Deepak S
From India, Bangalore
I Respect and adore all the views given by the experienced and senior professionals, but as this is a very interesting and challenging task for the HR's please do suggest with some customised format or standard guidelines where we can use that info to develop/ prepare according to the requirement to conclude in a smoother process.
I am working as executive HR in of the Training company and still I am learner and this seems to be very interesting case, so please suggest how to go ahead in this situation, I myself or some body else might face this situation in there companies.
Looking for the positive replies. please correct me if I am wrong any where.
Regards
Deepak S
From India, Bangalore
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