Dear Seniors,
As April is near I hope the performance appraisal has started in all the organizations.
The same is started in our organization also. Let me give a short note of our appraisal cycle -
The process begins with setting of the KPA's in the beginning of the year. The KPA's are set individually linking to the department objectives. Based on the KPA's the performance is assessed. The Performance appraisal report is then used for increments, Promotions & benefits.
Clarifications required:-
Even though the Individual KPA’s are linked to business/department objectives I find some of the issues. Since the KPA’s are individual, sometimes we see team work is lost within the department. Employees are worried about achieving their goals.
Other way round from employee’s perspective, one person achieves his goals but department fails then his increments also affected, as a HR how to resolve this dilemma?
Please share your views on this.
Regards,
Raghavendra B R
From India, Pune
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4As April is near I hope the performance appraisal has started in all the organizations.
The same is started in our organization also. Let me give a short note of our appraisal cycle -
The process begins with setting of the KPA's in the beginning of the year. The KPA's are set individually linking to the department objectives. Based on the KPA's the performance is assessed. The Performance appraisal report is then used for increments, Promotions & benefits.
Clarifications required:-
Even though the Individual KPA’s are linked to business/department objectives I find some of the issues. Since the KPA’s are individual, sometimes we see team work is lost within the department. Employees are worried about achieving their goals.
Other way round from employee’s perspective, one person achieves his goals but department fails then his increments also affected, as a HR how to resolve this dilemma?
Please share your views on this.
Regards,
Raghavendra B R
From India, Pune
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Dear Raghavendra,
Always approach the individual performer who is achieving the targets. If the team fails, put the ball into the court of the manager and senior management. If people are performing well, they must be rewarded.
Regards,
Sriram
From India, Madras
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Always approach the individual performer who is achieving the targets. If the team fails, put the ball into the court of the manager and senior management. If people are performing well, they must be rewarded.
Regards,
Sriram
From India, Madras
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Hi Raghavendra,
Increments and individual incentives are two different things. Increments are based on the KRAs/KPAs that you set. KPAs are laid down based on the company's goals broken down into department goals. If an individual has successfully contributed to KRAs, then he is eligible for increments.
Incentives should also have goals and criteria. Here, it depends on the overall achievement of the department.
If you want to strengthen team building, then align their KRAs with your objectives. This can help solve your problem.
From India, Hyderabad
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Increments and individual incentives are two different things. Increments are based on the KRAs/KPAs that you set. KPAs are laid down based on the company's goals broken down into department goals. If an individual has successfully contributed to KRAs, then he is eligible for increments.
Incentives should also have goals and criteria. Here, it depends on the overall achievement of the department.
If you want to strengthen team building, then align their KRAs with your objectives. This can help solve your problem.
From India, Hyderabad
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The weights allotted to individual and team goals vary with employee level. For example, at the junior level, team delivery is far more important than individual accomplishments. On the contrary, at the level of Managers and above, the individual goals are as crucial as the team output. For Senior Managers/Head of functions, the individual goals (which are directly aligned with corporate objectives) carry much higher weight.
Percentage weights may be in the ratio of 30% and 70% for individual and team goals for junior-level employees. This ratio may reverse for managers and become 80 to 90% as the weight for individual goals concerning the Head of Functions.
The incentives and increments are to be regulated based on these weights at different levels.
The spirit behind the allocation of weights in the manner discussed above is to cater to higher levels of accountability at the senior level and to promote team effort at the working level. The ratios may vary vastly for different industry verticals.
From India, Delhi
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Percentage weights may be in the ratio of 30% and 70% for individual and team goals for junior-level employees. This ratio may reverse for managers and become 80 to 90% as the weight for individual goals concerning the Head of Functions.
The incentives and increments are to be regulated based on these weights at different levels.
The spirit behind the allocation of weights in the manner discussed above is to cater to higher levels of accountability at the senior level and to promote team effort at the working level. The ratios may vary vastly for different industry verticals.
From India, Delhi
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Goal-setting-gu ide_141.pdf
Performance Appraisal Form for Staff.doc