Hi all,
My organisation want to establish new performance appraisal system. But the problem is that we don't have any basic things as job description, metrics, and the like needed for a new performance appraisal system. It makes me get lost in solving this issue. Furthermore, we need to complete the system within 3 months to apply for eappraisal at the whole organisation.
Firstly, I keep all the sections such as job description, goals/objectives, and measures blank for the line manager to fill in when planning annual performance and then put them in the eappraisal solution.
Could you tell me whether it is wrong or right to kick off new performance evaluation.
Thanks in advance.
Yearning
From Vietnam, Hai Phong
2My organisation want to establish new performance appraisal system. But the problem is that we don't have any basic things as job description, metrics, and the like needed for a new performance appraisal system. It makes me get lost in solving this issue. Furthermore, we need to complete the system within 3 months to apply for eappraisal at the whole organisation.
Firstly, I keep all the sections such as job description, goals/objectives, and measures blank for the line manager to fill in when planning annual performance and then put them in the eappraisal solution.
Could you tell me whether it is wrong or right to kick off new performance evaluation.
Thanks in advance.
Yearning
From Vietnam, Hai Phong
I don't know if you can judge an employee's performance if you don't know what s/he is supposed to be doing and how the effort fits into the organizational goals and objectives. While the employee could be engaged in "busy" work, such effort could be non-productive.
The only way to accurately judge an employee's contribution, skills, shortcomings and thereby render praise, and personal/professional development options is through the use of Job Descriptions. One doesn't know how to play the game until one knows the rules.
I think you have approached the problem in a logical and "participative" manner, by pushing down the responsibility of developing a basic job description to the lower levels.
You would then have the raw material to refine into job descriptions over the course of the upcoming year. Of course you would need to observe the employee and interview the supervisor to insure that you had a complete picture of the role of the employee in the organization.
PALADIN
From United States,
The only way to accurately judge an employee's contribution, skills, shortcomings and thereby render praise, and personal/professional development options is through the use of Job Descriptions. One doesn't know how to play the game until one knows the rules.
I think you have approached the problem in a logical and "participative" manner, by pushing down the responsibility of developing a basic job description to the lower levels.
You would then have the raw material to refine into job descriptions over the course of the upcoming year. Of course you would need to observe the employee and interview the supervisor to insure that you had a complete picture of the role of the employee in the organization.
PALADIN
From United States,
Hi friends,
Thanks you all for clearing the matter.
But I still get confused this is because, in this case, we failed to make our employees and managers belive in the benefits of job descriptions and setting goals/objectives for each certain person. We did it before but we could not get the support though we understand thoroughly that performance appraisal system should begin with setting goals and having job descriptions discussed between employee and manager before the review period.
The question herein is that we could proceed review work by giving the supervisors to fill in blank job description or goal forms before the start of review period. We will let the middle managers be free to decide them and performance standards for their employees. Then, HR department will correct and standardise job descriptions and performance criteria.
So, do you think if i am right to make use of this shortcut to have both job descriptions and performance appraisal system for the whole organisation. As HR people, is that possible?
Thanks for any comment and any help.
Yearning.
From Vietnam, Hai Phong
Thanks you all for clearing the matter.
But I still get confused this is because, in this case, we failed to make our employees and managers belive in the benefits of job descriptions and setting goals/objectives for each certain person. We did it before but we could not get the support though we understand thoroughly that performance appraisal system should begin with setting goals and having job descriptions discussed between employee and manager before the review period.
The question herein is that we could proceed review work by giving the supervisors to fill in blank job description or goal forms before the start of review period. We will let the middle managers be free to decide them and performance standards for their employees. Then, HR department will correct and standardise job descriptions and performance criteria.
So, do you think if i am right to make use of this shortcut to have both job descriptions and performance appraisal system for the whole organisation. As HR people, is that possible?
Thanks for any comment and any help.
Yearning.
From Vietnam, Hai Phong
Yearing,
I think that you are on the right track, but consider that direction, in the form of broad goals and timetables must come from Senior Management should be made known to the lower levels in order that they can develop and plan the strategy and methodology to meet those goals, in their Departments.
Such strategy would provide middle managers a framework for the development of job descriptions, as well as individual goals and timetables.
HR should be the final arbiter in terms of the job descriptions, in terms of "fit", scope and responsibilities.
Hope this helps.
PALADIN
From United States,
I think that you are on the right track, but consider that direction, in the form of broad goals and timetables must come from Senior Management should be made known to the lower levels in order that they can develop and plan the strategy and methodology to meet those goals, in their Departments.
Such strategy would provide middle managers a framework for the development of job descriptions, as well as individual goals and timetables.
HR should be the final arbiter in terms of the job descriptions, in terms of "fit", scope and responsibilities.
Hope this helps.
PALADIN
From United States,
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Performance Review Form - KDCL for year 2010.xls
Employee Performance.pdf