We have introduced a Quarterly preformance appraisal system in our organisation since the begining of this year. We are yet to realise the complete benefits of the same.
I have attached the same for your review or use.
If it helps you I am happy. If you got some suggestions they are welcome.
My only two questions are:
(1) Your evaluation factors appear to me to mix normative and criterion referenced anchors. Your form has the following:
PART II EVALUATION FACTORS
I. Rate the sub-factors that are pertinent to that position according to the following:
1. Below Average
4. Very Good
The term “Average” is norm referenced, as it compares performance with other employees in the group. However, the terms “ Good”, “Very Good” and “Excellent” are criterion referenced as they compare performance with an objective standard. You may get unstuck in a situation where the group average performance is good or excellent. In this situation, how would a supervisor rate an average employee? If you want your appraisal ratings to be “objective”, I suggest its best to stick with all criterion-referenced anchors on your form.
(2) I notice that you don’t have any provision on your form for employee comments. You may have a good reason for this. In many cases, allowing employees to add comments gives them some stake in the process and may improve their morale as it gives them a voice.
All in all, I think you have a great form.
Human Resources Software and Resources
An appraisal process requires a sizable investment of time and good temperament on part of both the appraiser and the appraised. Experience suggests that only companies which can afford huge overhead costs may be able to afford frequent appraisals. Perhaps, your company's circumstances are quite different. It would add to our collective experience if you can enlighten some of us on why you opted for a quarterly appraisal system and how you justify its cost against the benefits. I know of situations in which a company switched over from a half yearly appraisal cycle to an annual one to improve overall productivity and employee wellbeing.
Good job!! however, i am having couple of questions
1. KRAs are at the bottom end. Recommendations as part III - what is the basis on which the recommendations are being made? Is it based on KRAs or only the factors you have cited in part II?
2. Achieveing KRA - are the factors cited in part II are complementing the KRAs decided by the job holder and supervisor? I guess you have mentioned the "others - please specify" as the answer to this - but i just thought of confirming the same
3. The signatures appearing at the end - is it confiend to objective setting only or after revery review as well as recommendations? If recommendatiosn are accepted and incorporated do you have provision for mentioning the same (for eg: the training programs attended) which will enable the evaluator to validate the performance easier than trying recap as to whether the employee had carried out the recommendations or not?
These were my thoughts. I guess the competencies would have beeen defined and made available with the managers
Gone through your template of Performance report, Good Work.
I am sure this template will suit to your organisation structure, but my Few suggestions are
firstly- Please put one section for the Appraisee also , as they will have some or the other reason for what ever they perform in that quarter.
secondly- it is not clear that what will be the basis of the Rating. I think you need to work on that.
But this will help me alot to revise my template for performance review.
Thanks & Regards,
Thank you for your feedback.
I made a mistake by not explaining the process with which we have implemented the same.
Let me go through the methodologies we have planned to follow.
At the out set this form which is divided into four parts viz.
Part 1 General
This part is information regarding the employee
Part 2 Evaluation factors
These are the various factors which are used to evaluate every employee in the organization.
We have actually allocated points on a scale of 1-5 for the five sub factors mentioned. It was suggested by some managers in our organization that the points should be avoided and hence you will find terms Average, Good, Very Good etc. But on a evaluation scale this is taken as 1-5 by our department.
Part 3 Recommendation
This is for the respective managers/team leads to provide at the end of the each quarter. This actually is sort of a summary for development to be undertaken in the next quarter. It can be interpreted in many ways though.
Part 4 KRA's
This is the Page for KRA's
We started the process at the beginning of the year with the KRA first filled in by each manager in discussion with each employee under him. It was for the first time we started this exercise and I need to admit that it was not very smooth as we wanted it to be. But we managed to complete the same.
Now at the end of the first quarter we have asked every manager who had set the KRA's to evaluate his ward based on the same. Things are going on as rightly mentioned by HoJha it is difficult to do this quarterly due to project pressure on every individual. But we hope to achieve the target this time. Maybe in future we may change it to half yearly.
Our organization has about 55 employees and being an engineering consultancy we needed to fine tune the working mindset to adjust to the speed at which the market is moving. We thought Quarterly appraisals will help employees to be more focused and quick adapters to change. That was one of the main reasons to adopt a quarterly performance appraisal.
This form is a cumulative appraisal but is certainly one sided as it mostly will give the managers perspective even though it is a one on ne discussion between the manager and the appraise. To over come this we have an annual one page self appraisal by each employee and also we have a reverse appraisal where in each employee appraises his reporting boss.
We know it is a long shot but we are slowly trying to implement the 360 degree performance evaluation.
I hope I am able to answer a few of the questions raised by you. If I have missed something please indicate the same I will try to answer it.
The frequency of appraisals can also depends on the time schedule of the projects. If a majority of them are medium term projects, extending beyond half a year, a higher appraisal frequency can be substituted with good project management methods. It will yield similar results. But, if most of your projects do not extend beyond a quarter of a year then the strategy to have quarterly appraisals may work for you.
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