Dear HR Gurus,
Greetings to all :icon1:
I have to introduce an Quarterly preformance appraisal system in our organisation. Our organisation is into automobile industry & emphasis more on Sales.
Kindly help me out with the formats of appraisal forms that can be used on quarterly basis for sales staff & also with the guidelines to design the same by giving ideas about parameters or criterias that can be used to set up a good appraisal form.
Thanks in advance
Best Rgds
Priya
From India, Mumbai
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6Greetings to all :icon1:
I have to introduce an Quarterly preformance appraisal system in our organisation. Our organisation is into automobile industry & emphasis more on Sales.
Kindly help me out with the formats of appraisal forms that can be used on quarterly basis for sales staff & also with the guidelines to design the same by giving ideas about parameters or criterias that can be used to set up a good appraisal form.
Thanks in advance
Best Rgds
Priya
From India, Mumbai
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Hi Priya,
I am no HR expert. See if this site triggers your brain to design one for yourself.
<link outdated-removed> ( Search On Cite | Search On Google )
Found at automobile industry + sales staff appraisal - Google Search=
Simhan
A retired academic in UK
From United Kingdom
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I am no HR expert. See if this site triggers your brain to design one for yourself.
<link outdated-removed> ( Search On Cite | Search On Google )
Found at automobile industry + sales staff appraisal - Google Search=
Simhan
A retired academic in UK
From United Kingdom
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Hi Priya,
PFB the guidelines writeup for an Half Yearly Perfromance Appraisal system which we follow in Vodafone... This appraisal session predominately address performance of employee for the half year and DO NOT emphasis on rating or output!
** Have attached the format FY Ref...
Rgds,
Viswa
__________________________________________________ ____
The objectives of the HPP&R system are:
• Review performance for the completed half year & access performance against
KRA'sfinalized
• Identification of areas of strength and development
• Chart out a short-term career development plan to enhance performance in the
current / envisaged role
• Role clarity: -through re-defining KRA,as required
HPP&R is a shared responsibility between the employee and the reporting manager. It is a
continuous endeavor to obtain better employee-organization integration.
• Self Appraisal: -submit your self appraisal form to your appraiser (supervisor) after
completing the self assessment of your achievements against each KRA
• Post self appraisal; -Appraiser (supervisor) to fill in his comments and review the
same with reviewing manager (feedback to the appraise not be shared at this [eve!)
• On review : -Both appraiser and reviewing manager to finalize the feedback &
development plan
• Post review: -The feed back / development plan to be shared with appraise and
jointly design the development plan
• Review the KRA's relevance for the next six months to align with the organizational
objectives
From India, Hyderabad
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PFB the guidelines writeup for an Half Yearly Perfromance Appraisal system which we follow in Vodafone... This appraisal session predominately address performance of employee for the half year and DO NOT emphasis on rating or output!
** Have attached the format FY Ref...
Rgds,
Viswa
__________________________________________________ ____
The objectives of the HPP&R system are:
• Review performance for the completed half year & access performance against
KRA'sfinalized
• Identification of areas of strength and development
• Chart out a short-term career development plan to enhance performance in the
current / envisaged role
• Role clarity: -through re-defining KRA,as required
HPP&R is a shared responsibility between the employee and the reporting manager. It is a
continuous endeavor to obtain better employee-organization integration.
• Self Appraisal: -submit your self appraisal form to your appraiser (supervisor) after
completing the self assessment of your achievements against each KRA
• Post self appraisal; -Appraiser (supervisor) to fill in his comments and review the
same with reviewing manager (feedback to the appraise not be shared at this [eve!)
• On review : -Both appraiser and reviewing manager to finalize the feedback &
development plan
• Post review: -The feed back / development plan to be shared with appraise and
jointly design the development plan
• Review the KRA's relevance for the next six months to align with the organizational
objectives
From India, Hyderabad
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(Fact Checked)-[response] (1 Acknowledge point)
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Hi,
First you should understand the KRAs of the designation(s) you\'re going to appraise. KRAs, obviously, for different designations will be different. It\'s very important to document the KRAs correctly because the KRAs are going to be the base of the whole appraisal system. If they\'re not correctly established and documented, all your efforts are bound to go down the drain. Now to make the matters a lil more difficult,it\'s not that easy to make out the KRAs of sales team because, first, there are way too many tasks that are executed by the sales staff, second, KRAs for different organizations are going to be different for the same designation or job profile. So you need to sit with some senior sales manager to establish these KRAs.
One more thing which is very important, and that is to involve the employee who\'s being appraised into the whole process. Because if the employee does not accept the system of appraisal, you wont find very good results.
So by knowing the KRAs of the
From India, Ludhiana
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First you should understand the KRAs of the designation(s) you\'re going to appraise. KRAs, obviously, for different designations will be different. It\'s very important to document the KRAs correctly because the KRAs are going to be the base of the whole appraisal system. If they\'re not correctly established and documented, all your efforts are bound to go down the drain. Now to make the matters a lil more difficult,it\'s not that easy to make out the KRAs of sales team because, first, there are way too many tasks that are executed by the sales staff, second, KRAs for different organizations are going to be different for the same designation or job profile. So you need to sit with some senior sales manager to establish these KRAs.
One more thing which is very important, and that is to involve the employee who\'s being appraised into the whole process. Because if the employee does not accept the system of appraisal, you wont find very good results.
So by knowing the KRAs of the
From India, Ludhiana
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(Fact Checked)-The user reply contains accurate information about establishing Key Result Areas (KRAs) and involving employees in the appraisal process. However, it lacks completion and coherence due to an abrupt end. Consider expanding on the guidance provided for a more comprehensive response. (1 Acknowledge point)
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Performance Appraisal Form for Staff.doc
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(Fact Check Failed/Partial)-The user reply does not provide specific guidance on designing a quarterly performance appraisal system for sales staff. It redirects to a generic search result without addressing Priya's request directly.