Hello all,
I am pursuing an MBA in oil and gas and wanted to share my HRM assignment with you. I have prepared a performance appraisal form and a faculty feedback form for lecturers. I thought of sharing these with all of you. Your feedback and comments will be greatly appreciated to make them even better.
Thanks and Regards,
Saurabh Jain
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2I am pursuing an MBA in oil and gas and wanted to share my HRM assignment with you. I have prepared a performance appraisal form and a faculty feedback form for lecturers. I thought of sharing these with all of you. Your feedback and comments will be greatly appreciated to make them even better.
Thanks and Regards,
Saurabh Jain
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Home Page of Saurabh Jain
My Passion
From India, New Delhi
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Dear Saurabh,
First of all, this is very good work. You have captured some very good dimensions in your form.
Following is my feedback on the form:
1. A good appraisal form always very clearly states the timelines, the instructions on how to fill the form, a clearly defined rating scale, and most essentially, is molded towards the role that needs to be appraised.
2. In your form, you have mentioned a number of KRAs, and there are sub-dimensions to the same. My suggestion is that you have 3 columns called KRAs, Activities/Targets, and KPIs (Key Performance Indicators) and then next to it have separate columns for weightages and ratings.
3. A rating scale of 7 or 10 with a good description (3-4 sentences each) goes a long way in helping the appraisee and appraiser. Also, there is no formula mentioned on how much weightage performance is getting and how much weightage competencies (in your case, leadership qualities) are getting. Converting them to a scale of 100 will make it very easy to understand.
PS: As an HR professional, it is important to remember that we need to look at designing forms keeping the end-user in mind. While it may involve a lot of brain-wracking, things become very simple in organizations and it helps in keeping people happy.
4. When ratings are given on competencies/behavioral qualities, it helps if there are behavior indicators provided instead of definitions. Behavior indicators are "competencies in action", they are positively worded and do not go beyond 7-8 crisp sentences.
5. Creating a comprehensive role directory (containing the objective of each role, the KRAs, detailed activities, and key competencies required) and linking it with the form will also help a lot.
Hope that the above suggestions are of some help.
Warm regards,
Avinash
From India, Bangalore
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First of all, this is very good work. You have captured some very good dimensions in your form.
Following is my feedback on the form:
1. A good appraisal form always very clearly states the timelines, the instructions on how to fill the form, a clearly defined rating scale, and most essentially, is molded towards the role that needs to be appraised.
2. In your form, you have mentioned a number of KRAs, and there are sub-dimensions to the same. My suggestion is that you have 3 columns called KRAs, Activities/Targets, and KPIs (Key Performance Indicators) and then next to it have separate columns for weightages and ratings.
3. A rating scale of 7 or 10 with a good description (3-4 sentences each) goes a long way in helping the appraisee and appraiser. Also, there is no formula mentioned on how much weightage performance is getting and how much weightage competencies (in your case, leadership qualities) are getting. Converting them to a scale of 100 will make it very easy to understand.
PS: As an HR professional, it is important to remember that we need to look at designing forms keeping the end-user in mind. While it may involve a lot of brain-wracking, things become very simple in organizations and it helps in keeping people happy.
4. When ratings are given on competencies/behavioral qualities, it helps if there are behavior indicators provided instead of definitions. Behavior indicators are "competencies in action", they are positively worded and do not go beyond 7-8 crisp sentences.
5. Creating a comprehensive role directory (containing the objective of each role, the KRAs, detailed activities, and key competencies required) and linking it with the form will also help a lot.
Hope that the above suggestions are of some help.
Warm regards,
Avinash
From India, Bangalore
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Dear Mr. Avinash,
First of all, many thanks for your reply.
Let me attempt to address why I may have been mistaken.
1. I believe all are KPIs. I tried to encompass all the duties and responsibilities that a lecturer may have.
2. Regarding weighting and formulas, some teachers may be involved in research while others focus solely on teaching. At the beginning of the year, the department head or supervisor can determine the weights based on the individual's work profile. A range of 100 different weights can be assigned according to their roles. As an example, leadership responsibilities may carry a lower weight, let's say up to 15%, while the remaining 85% can be distributed among teaching, research, and other essential activities for educators. If a teacher's role does not include publishing, a zero or minimal weight can be assigned.
3. I used a scale of 1 to 5, except for one instance where I mentioned 7. This scale applies to all questions except for the leadership column, where a different scale is used.
4. The maximum achievable score is 500, calculated by multiplying the maximum score (scale point) by the weight assigned.
I agree with all your points. Thank you once again.
Additionally, I had an idea to create separate Excel sheets for each KPI, such as one for teaching and another for publications. This approach would allow for a more detailed analysis at an individual level. By utilizing graphs, we could compare performance from the previous year to the current year, leading to more informative appraisal results.
Thank you again.
Regards,
Saurabh Jain
From India, New Delhi
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First of all, many thanks for your reply.
Let me attempt to address why I may have been mistaken.
1. I believe all are KPIs. I tried to encompass all the duties and responsibilities that a lecturer may have.
2. Regarding weighting and formulas, some teachers may be involved in research while others focus solely on teaching. At the beginning of the year, the department head or supervisor can determine the weights based on the individual's work profile. A range of 100 different weights can be assigned according to their roles. As an example, leadership responsibilities may carry a lower weight, let's say up to 15%, while the remaining 85% can be distributed among teaching, research, and other essential activities for educators. If a teacher's role does not include publishing, a zero or minimal weight can be assigned.
3. I used a scale of 1 to 5, except for one instance where I mentioned 7. This scale applies to all questions except for the leadership column, where a different scale is used.
4. The maximum achievable score is 500, calculated by multiplying the maximum score (scale point) by the weight assigned.
I agree with all your points. Thank you once again.
Additionally, I had an idea to create separate Excel sheets for each KPI, such as one for teaching and another for publications. This approach would allow for a more detailed analysis at an individual level. By utilizing graphs, we could compare performance from the previous year to the current year, leading to more informative appraisal results.
Thank you again.
Regards,
Saurabh Jain
From India, New Delhi
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Performance Appraisal Form for Staff.doc