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
1From India, Madras
Hi i work with garment industry, even iam in need of inputs regarding PMS.. Regards, Arun Melville
From India, Madras
From India, Madras
Dear Vijay Baskar,
I have given reply to your post on KPI. As a part of setting up of Performance Management System, I will set up process of performance appraisal also.
Thanks,
Dinesh V Divekar
From India, Bangalore
I have given reply to your post on KPI. As a part of setting up of Performance Management System, I will set up process of performance appraisal also.
Thanks,
Dinesh V Divekar
From India, Bangalore
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 basis for compensation decisions, promotion decisions,
training and developmental programs, feed-back & 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 employee's 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 KRA’s 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 super-ordinate
to business goals.
WHEN 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
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 basis for compensation decisions, promotion decisions,
training and developmental programs, feed-back & 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 employee's 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 KRA’s 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 super-ordinate
to business goals.
WHEN 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
hai iam mary iam doing mba 2nd yr.... i want do my project on performance appraisal .so can any one please help in knowing about how performance appraisal is done pharmacy companys its urgent....and also latest appraisals using in the companies
From India, Hyderabad
From India, Hyderabad
Hi Vijaya ,
I would let u know how it happens in my company( SVC industry) ...if u want the same can be mentioned in Pharmacy Industry
We follow Management by Objective system for Appraisal
New employee joins in -1.Expectation & Responsiblities are discussed
2.Continuous monitoring is done on his performance & Behavior
3.Develop his capacity - by training or counseling
4.Rating ( periodically) -Performance & behavioral
5.Reward & Recognition- Increment in Salary Annually or quarterly or 6 months
Promotion in Designation or Job duties are enhanced
Process-a)Employees who have completed one year or the employee who got an increment in last year send the details of Current CTC ,Current Gross ,Attendance to HODs
b)Take approval from HODs for submitting of Appraisal forms to respective leaders
C)Once Approval is received send appraisal forms for filling it to the seniors & keeping a track whether the appraisal process is done properply .The employee whose appraisal is going to be done is he filling up the form , whether seniors & the employee discussed abt the strength,weakness, improvements,feedback ,responsibilties,future expectation etc.,
d)Once the seniors send the completed appraisal form review it
e)Send the appraisal form to the HODs for comments ( for employees, Increment in salary,Promotion etc.,)
{If employee is below average performer he or she gets a appraisal of 10% in Gross
If employee is Average performer gets appraisal of 15% in Gross
If employee is Above Average performer gets appraisal of 20-30% in Gross }
f)Send the suggestion of the HOD to the HR manager
g)HR manager would revert with Managment approvals
h)Payroll person would update with salary details
f) Issuing the increment letters
From India, Mumbai
I would let u know how it happens in my company( SVC industry) ...if u want the same can be mentioned in Pharmacy Industry
We follow Management by Objective system for Appraisal
New employee joins in -1.Expectation & Responsiblities are discussed
2.Continuous monitoring is done on his performance & Behavior
3.Develop his capacity - by training or counseling
4.Rating ( periodically) -Performance & behavioral
5.Reward & Recognition- Increment in Salary Annually or quarterly or 6 months
Promotion in Designation or Job duties are enhanced
Process-a)Employees who have completed one year or the employee who got an increment in last year send the details of Current CTC ,Current Gross ,Attendance to HODs
b)Take approval from HODs for submitting of Appraisal forms to respective leaders
C)Once Approval is received send appraisal forms for filling it to the seniors & keeping a track whether the appraisal process is done properply .The employee whose appraisal is going to be done is he filling up the form , whether seniors & the employee discussed abt the strength,weakness, improvements,feedback ,responsibilties,future expectation etc.,
d)Once the seniors send the completed appraisal form review it
e)Send the appraisal form to the HODs for comments ( for employees, Increment in salary,Promotion etc.,)
{If employee is below average performer he or she gets a appraisal of 10% in Gross
If employee is Average performer gets appraisal of 15% in Gross
If employee is Above Average performer gets appraisal of 20-30% in Gross }
f)Send the suggestion of the HOD to the HR manager
g)HR manager would revert with Managment approvals
h)Payroll person would update with salary details
f) Issuing the increment letters
From India, Mumbai
Dear Vijay and Arun,
All the points mentioned by Divya and Neha are right. But the start point is different. Why do we need a PMS.
It is basically to orient the performance of the individual employee in such a manner that the company's objectives/targets are met. Therefore you should first and foremost clearly enunciate what are company's objectives and targets. Once you write that down, then list out how to achieve them or what action by the employee will achieve them. Then measure those actions with mutually agreed standards.
This is the most simplest of appraisals. Once you add training, rewards and recognition to this you get a complete PMS.
For more you may write to
Please do remember, all things cant be measured. And what you measure is what you get. Hence be careful in trying to quantify everything.
Regards
Sajan
From India, Hyderabad
All the points mentioned by Divya and Neha are right. But the start point is different. Why do we need a PMS.
It is basically to orient the performance of the individual employee in such a manner that the company's objectives/targets are met. Therefore you should first and foremost clearly enunciate what are company's objectives and targets. Once you write that down, then list out how to achieve them or what action by the employee will achieve them. Then measure those actions with mutually agreed standards.
This is the most simplest of appraisals. Once you add training, rewards and recognition to this you get a complete PMS.
For more you may write to
Please do remember, all things cant be measured. And what you measure is what you get. Hence be careful in trying to quantify everything.
Regards
Sajan
From India, Hyderabad
Hi everybody,
I'm newbie and thanks to all for useful infos. I see it's helpful for me.
Best rgs
-------
Spend time visit Performance appraisal phrases. It's useful for this topic.
Have a nice day!
From Vietnam, Hai Phong
I'm newbie and thanks to all for useful infos. I see it's helpful for me.
Best rgs
-------
Spend time visit Performance appraisal phrases. It's useful for this topic.
Have a nice day!
From Vietnam, Hai Phong
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