Need a Performance Appraisal format for an IT concern.. Can any one help with that Documents ..
From India, Coimbatore
From India, Coimbatore
It's amazing that such dinosaurs (performance reviews, not the people) are still around. Yet despite the outcry against performance reviews, there's nothing wrong with them that can't be fixed by getting managers off of center stage. Top management can fix the basic problems the performance appraisal system faces.
Critics argue that performance reviews not only don't accomplish what they're supposed to do - that is, improve performance, enhance employee skills and achieve planned outcomes - they have unintended negative consequences. In many cases, unfortunately, that's true. But it doesn't have to be that way. What companies need to abolish is not performance review itself, but the idea that it's a “management tool. Here are some practiced paradigms that must be discarded:
Performance Review is designed, as the name suggests, in support of managers. If you believe this, your management is one of the roadblocks to exceptional performance. The most useful performance review support work relationships between employees (managers too are employees). Both parties need to address the question of how to best serve the goals and outcomes and align their work efforts.
Performance review is a management tool. Managers are not necessarily the best qualified to assess their staff’s accomplishments. In fact, they may have a very limited or biased view. A more complete and accurate picture results when employees and managers seek feedback from a variety of customers, team leaders, professional peers, and others inside or from outside the unit.
Performance reviews include judgments from a “higher authority”. Judgments produce compliant workers – people who are told what to do – not innovative ones. People hate performance reviews because most of them are fault-finding. How much better to ask, “What did we learn from this? What can we each do different the next time?”
The manager is responsible for obtaining input from the employees. 21st century employees can’t assume a passive role in performance review, providing “tough-minded” self-assessments and valuable insights only on request. They must take the initiative, soliciting feedback from their managers and others. No risk taking to solicit the complete picture and no learning means no improvements.
Managers should be trained in performance reviews, then prepare their employees for the process. If performance review is to be a productive partnership with employees taking the active role and both parties committed to exchanging knowledge and ideas, managers and employee need to be trained together
From United States, Walnut Creek
1Critics argue that performance reviews not only don't accomplish what they're supposed to do - that is, improve performance, enhance employee skills and achieve planned outcomes - they have unintended negative consequences. In many cases, unfortunately, that's true. But it doesn't have to be that way. What companies need to abolish is not performance review itself, but the idea that it's a “management tool. Here are some practiced paradigms that must be discarded:
Performance Review is designed, as the name suggests, in support of managers. If you believe this, your management is one of the roadblocks to exceptional performance. The most useful performance review support work relationships between employees (managers too are employees). Both parties need to address the question of how to best serve the goals and outcomes and align their work efforts.
Performance review is a management tool. Managers are not necessarily the best qualified to assess their staff’s accomplishments. In fact, they may have a very limited or biased view. A more complete and accurate picture results when employees and managers seek feedback from a variety of customers, team leaders, professional peers, and others inside or from outside the unit.
Performance reviews include judgments from a “higher authority”. Judgments produce compliant workers – people who are told what to do – not innovative ones. People hate performance reviews because most of them are fault-finding. How much better to ask, “What did we learn from this? What can we each do different the next time?”
The manager is responsible for obtaining input from the employees. 21st century employees can’t assume a passive role in performance review, providing “tough-minded” self-assessments and valuable insights only on request. They must take the initiative, soliciting feedback from their managers and others. No risk taking to solicit the complete picture and no learning means no improvements.
Managers should be trained in performance reviews, then prepare their employees for the process. If performance review is to be a productive partnership with employees taking the active role and both parties committed to exchanging knowledge and ideas, managers and employee need to be trained together
From United States, Walnut Creek
Hi,
I am MLW fresher and i have four various companies in training Experience as per my study curriculum (1)P.M.Diesel pvt ltd-rajkot,(2)Reliance Industries Ltd.-Silvassa, (3)kalptaru power transmission ltd- Gandhinagar, (4)Claris Lifesciences Ltd-Ahmedabad-Bavala. as an HR Trainee having 7.5 months experience in HR Various activity and MIS related activities. Recently I have completed MLW(master of labour welfare) and last sem training. I am looking for HR Officer/Executive job in Gujarat,rajasthn,Mumbai . Please let me know if there is any openings. or Vacancy.
Please show attachment for my resume.
Please contact me at 9898490618 and
Regards
Biren Patel
MLW
Mo-9898490618
From India, Delhi
I am MLW fresher and i have four various companies in training Experience as per my study curriculum (1)P.M.Diesel pvt ltd-rajkot,(2)Reliance Industries Ltd.-Silvassa, (3)kalptaru power transmission ltd- Gandhinagar, (4)Claris Lifesciences Ltd-Ahmedabad-Bavala. as an HR Trainee having 7.5 months experience in HR Various activity and MIS related activities. Recently I have completed MLW(master of labour welfare) and last sem training. I am looking for HR Officer/Executive job in Gujarat,rajasthn,Mumbai . Please let me know if there is any openings. or Vacancy.
Please show attachment for my resume.
Please contact me at 9898490618 and
Regards
Biren Patel
MLW
Mo-9898490618
From India, Delhi
I train all managers that the performance management is ongoing with frequent input and feedback. The performance appraisal is one part of performance mgmt.
Many have negative opinions of annual appraisals but if done right they are a good tool. Most important is for managers to keep good relationships with employees, regular conversations must focus on positive recognition and how things can improve (not what is wrong).
Recognize them for their smallest accomplishments. What gets rewarded, gets done...but what gets recognized, gets repeated.
I am attaching our perfromance appraisal...it is not the best I have seen but it is all about how you use it...train and coach managers. One for salaried is more comprehensive than hourly employee appraisal.
Also, use a simple form for planning performance improvement objectives throughout year...be sure to do follow-up.
From United States, Gardnerville
Many have negative opinions of annual appraisals but if done right they are a good tool. Most important is for managers to keep good relationships with employees, regular conversations must focus on positive recognition and how things can improve (not what is wrong).
Recognize them for their smallest accomplishments. What gets rewarded, gets done...but what gets recognized, gets repeated.
I am attaching our perfromance appraisal...it is not the best I have seen but it is all about how you use it...train and coach managers. One for salaried is more comprehensive than hourly employee appraisal.
Also, use a simple form for planning performance improvement objectives throughout year...be sure to do follow-up.
From United States, Gardnerville
Hi Anurekha,
Mahr has given you the best Link.. It has been dicussed many times in cite hr Forum. click on to this link and you will find the best.
Also please understand your company Policy and Employee strength, then go through all kinds of Appraisal system. later you can decide which appraisal system you want to adopt to your organisation.
New methods are 360 degree, MBO(Management by Objective) etc..
From India, Bangalore
Mahr has given you the best Link.. It has been dicussed many times in cite hr Forum. click on to this link and you will find the best.
Also please understand your company Policy and Employee strength, then go through all kinds of Appraisal system. later you can decide which appraisal system you want to adopt to your organisation.
New methods are 360 degree, MBO(Management by Objective) etc..
From India, Bangalore
Dear All
I am having over 7+ years exp in the filed of HR as generalist. Now I would like to specialise in one of the following areas.,
Performance Management
Policy & Procedure
Compensation & Benefits
Succession Planning
Please advise what course i can take and where it is available esspecially in Dubai or
any recognised online courses.
All your feedback is highly apprciated
Thanks and Regards
Jagan
From United Arab Emirates, Abu Dhabi
I am having over 7+ years exp in the filed of HR as generalist. Now I would like to specialise in one of the following areas.,
Performance Management
Policy & Procedure
Compensation & Benefits
Succession Planning
Please advise what course i can take and where it is available esspecially in Dubai or
any recognised online courses.
All your feedback is highly apprciated
Thanks and Regards
Jagan
From United Arab Emirates, Abu Dhabi
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360 Performance Appraisal Format.doc