Hi Dear All Who is more appropriate for performance appraisal? Please reply..
From India, Chandigarh
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1From India, Chandigarh
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Performance appraisal is not such an easy process. It is a lengthy and hectic process dealing with lots of things. It is an inappropriate way to handle such an important task. The appraisal process should include self-appraisal, appraisal by colleagues and superiors, and then evaluate it based on proper criteria. This evaluation should be conducted by an appropriate person, not by a new employee.
From India, Ahmedabad
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From India, Ahmedabad
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Well, what Ankit has said is absolutely correct. This is not the proper way of conducting an Appraisal. When I joined my company, there was no HR. I implemented all the HR practices in the company, including the Appraisal system, but that was a very hectic process even though in my company, we don't have a large number of employees. Before implementing the complete system, I also conducted training regarding how Management will conduct appraisals, what kind of forms will be used, and why we have included certain questions/parameters in those forms. An Appraisal system should definitely consist of self-appraisal, appraisal by seniors/reporting head, and appraisal by colleagues.
Best Regards,
Shree
From India, Hyderabad
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Best Regards,
Shree
From India, Hyderabad
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The minimum requirement for effective performance appraisals is that each employee is appraised by their immediate supervisor. This very simple system can then be expanded to include self-appraisals and other appraisers (such as customer, peers, etc). The company’s number one mistake was getting an HR trainee to devise and implement a performance management system when the PMS is a mission critical activity for any organization.
Les Allan
Business Performance P/L - HR and Training Tools
From Australia, Glen Waverley
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Les Allan
Business Performance P/L - HR and Training Tools
From Australia, Glen Waverley
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Hi,
Very interesting. If it is so simple, we do not need any managers in organizations!! Performance appraisal is not about filling forms. Many entrants start with the presumption that PA means filling up forms. Download a form and get it filled!!! Performance appraisal is not about assessing knowledge, attitude, or personality. These aspects are all evaluated before we place a person on the job. It is about assessing the person's performance against expectations.
The process starts with the immediate superior, then the departmental head, and finally, the user departments. This is the minimum required.
Siva
From India, Chennai
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Very interesting. If it is so simple, we do not need any managers in organizations!! Performance appraisal is not about filling forms. Many entrants start with the presumption that PA means filling up forms. Download a form and get it filled!!! Performance appraisal is not about assessing knowledge, attitude, or personality. These aspects are all evaluated before we place a person on the job. It is about assessing the person's performance against expectations.
The process starts with the immediate superior, then the departmental head, and finally, the user departments. This is the minimum required.
Siva
From India, Chennai
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Hello Siva. Thank you for your comment. I did not mean to imply that performance management as a system is simple. I was referring specifically to the question of who does the appraising. The simplest and minimalist option here is for the employee’s immediate supervisor to do the appraising.
You are dead right. Effective PM is much more than filling in forms, and I have said that myself in many forum postings over the last couple of years. Supervisors and managers need to be skilled in giving frequent, timely, direct, honest and tactful feedback. They also need to be skilled in setting objectively measurable and meaningful objectives. The appraisal cycle needs to fit in with the company’s business cycle. Employee evaluations need to be recorded and stored efficiently and confidentially. Goals need to be cascaded from the higher levels of the organization. Rewards for good performance and behaviors need to align with the organization’s overall system of rewards and remuneration practices, and so on and so on. The larger the organization, the harder it is to get this right; and the more damage done when it is not right. Thank you Siva for giving me the opportunity to clarify more fully what I meant.
Les Allan
Author: From Training to Enhanced Workplace Performance
www.businessperform.com
From Australia, Glen Waverley
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You are dead right. Effective PM is much more than filling in forms, and I have said that myself in many forum postings over the last couple of years. Supervisors and managers need to be skilled in giving frequent, timely, direct, honest and tactful feedback. They also need to be skilled in setting objectively measurable and meaningful objectives. The appraisal cycle needs to fit in with the company’s business cycle. Employee evaluations need to be recorded and stored efficiently and confidentially. Goals need to be cascaded from the higher levels of the organization. Rewards for good performance and behaviors need to align with the organization’s overall system of rewards and remuneration practices, and so on and so on. The larger the organization, the harder it is to get this right; and the more damage done when it is not right. Thank you Siva for giving me the opportunity to clarify more fully what I meant.
Les Allan
Author: From Training to Enhanced Workplace Performance
www.businessperform.com
From Australia, Glen Waverley
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Performance Appraisal evaluation.doc
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