Hi all, Could you throw some light on various appraisal methods that can be adopted by small sized(25 employees) companies? Can we adopt any appraisal method for any size of company. Thanks
From India, Madras
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3From India, Madras
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Hi Asha, We are also a 50 member company. We had introduced KRA based PA for us and it had worked out for us. Regards Jhuma
From India, Mumbai
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From India, Mumbai
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Hello Asha,
I am not clear exactly what's your question. For any method, the first and foremost thing is to define the KPIs of employees. Once you are done with this part, it would be easier for you to design the appraisal form. You can go for a 360-degree appraisal. First, there would be self-evaluation, then the TLs/PMs will evaluate him. Side by side, you can take feedback from his peers regarding his soft skills/interpersonal skills.
Thanks,
-Tina
From India, Hyderabad
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I am not clear exactly what's your question. For any method, the first and foremost thing is to define the KPIs of employees. Once you are done with this part, it would be easier for you to design the appraisal form. You can go for a 360-degree appraisal. First, there would be self-evaluation, then the TLs/PMs will evaluate him. Side by side, you can take feedback from his peers regarding his soft skills/interpersonal skills.
Thanks,
-Tina
From India, Hyderabad
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ya u use 180 degree apprisal method which is much famous in middle & low catogary company it means u take feedback or involve only supervisor specific employee i did this thing in my last org.
From India, Bhopal
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From India, Bhopal
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Read the works of Deming and think long and hard before you go down this route. many good companies have been ruined by target/goal settings.
From United Kingdom, Glasgow
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From United Kingdom, Glasgow
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Hi,
First of all, check the feasibility of the PMS system you would like to have for your company. If you have specific projects or want employees to take their performance appraisal seriously, then go ahead with the KRA and KPI system of appraisal. It is among the best systems where you can identify performance based on the unit of measure and achievement.
Suresh
From India, Jaipur
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First of all, check the feasibility of the PMS system you would like to have for your company. If you have specific projects or want employees to take their performance appraisal seriously, then go ahead with the KRA and KPI system of appraisal. It is among the best systems where you can identify performance based on the unit of measure and achievement.
Suresh
From India, Jaipur
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Hi, you would like to have for your company. If you have specific projects or when you want that employees should take their performance appraisal seriously, then go ahead with KRA and KPI systems of appraisal. It is among the best systems wherein you can identify the performance based on units of measure and achievement.
Please let me know if you need any further assistance or clarification.
From India, Bangalore
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Please let me know if you need any further assistance or clarification.
From India, Bangalore
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Hi Asha,
The best way for appraisal in a small-scale company is through KRAs (Key Responsibility Areas). Set KRAs for every employee and then appraise them based on how many they have achieved.
From India, Gurgaon
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The best way for appraisal in a small-scale company is through KRAs (Key Responsibility Areas). Set KRAs for every employee and then appraise them based on how many they have achieved.
From India, Gurgaon
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Hi, Can any body guide me how to go about defining the KRA’s and how to eveluate performance based on KRA. Regards, Reena
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Hi all, I would like to emphasize on Reena’s question. Would any1 who is conversant with the issue please enlighten us. Thank you and regards, Mumbi
From Kenya
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From Kenya
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Hi all,
Thank you for your responses.
Currently, we have a system in place where the KPIs are identified for each position, and they will be rated based on those criteria. There is self-evaluation and employer evaluation, and both parties will have a discussion on the same. I was thinking of changing the method to make it more standardized.
Thanks,
Asha
From India, Madras
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Thank you for your responses.
Currently, we have a system in place where the KPIs are identified for each position, and they will be rated based on those criteria. There is self-evaluation and employer evaluation, and both parties will have a discussion on the same. I was thinking of changing the method to make it more standardized.
Thanks,
Asha
From India, Madras
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Examples of Key Responsibility Areas for HR:
1. To ensure that the Attrition per year is <= 10%
2. To ensure that the average training hours per employee are >= 40 Hours/Year
3. To complete the salary revision exercise (including the issue of letters) by 15th April 2009
You can follow the SMART (Specific - Measurable - Achievable - Relevant/Realistic - Time-bound) framework when defining KRAs.
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1. To ensure that the Attrition per year is <= 10%
2. To ensure that the average training hours per employee are >= 40 Hours/Year
3. To complete the salary revision exercise (including the issue of letters) by 15th April 2009
You can follow the SMART (Specific - Measurable - Achievable - Relevant/Realistic - Time-bound) framework when defining KRAs.
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You might to split these into Position Responsibilities (core work done on a daily basis) and Stretch goals (based on SMART criteria - these are specific goals taken up) Regards, Nikita
From India, Pune
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From India, Pune
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Hi, I am working in a newspaper. Can anyone help me get self appraisal formats for the categories ranging from journalist to last grade servants. With deep regards, Meher
From India, Mumbai
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From India, Mumbai
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Employees' Performance Appraisal, even in a small company, should be goals/KRAs-based. I consider that competency-based appraisal systems cannot measure performance. These are more useful to evaluate the development needs of employees.
Setting goals/KRAs for all employees well before the start of the next financial year is important. This can happen only if your Annual Business Plan (ABP) for the next year is ready by then. In addition to the ABP, you need the Job Descriptions (JDs) of all your employees. JDs define the job deliverables, and the ABP gives an indication of the KRAs for that year for each Job Position. The combination of these two creates SMART goals which are to be set through interaction between the employee and his/her Manager (Appraiser). Some goals may have quarterly targets to be achieved. For Sales staff, the targets could even be monthly/weekly.
The fact, however, remains that unless an employee clearly knows the goals (and the targets to be achieved for each goal), how can you expect him/her to deliver performance? Thus, the assignment of goals becomes a vital responsibility of all Appraisers in a company. If each appraiser takes this responsibility with pride, the entire organization becomes performance-driven.
Having set the goals, there is a need to periodically track employees' achievements as per the targets assigned. If each employee has, on average, 8 goals in a year that are to be tracked on a quarterly basis, you need a system. It is difficult to track performance manually. After all, our basic purpose is that the targets assigned are achieved every quarter by each employee. Even with a staff of 25 employees in the company, you have to track 200 goals every quarter. The employee has to enter his/her achievement for each goal and submit it to the Appraiser. If the achievement is inadequate, the Appraiser has to examine the handicaps (in consultation with the employee) and provide his/her counseling for future improvements. A record of such counseling every quarter on the Goal Sheet gives, at the end of the year, a comprehensive summary of achievements and shortfalls. This is an objective picture of the year-round performance of an employee which enables the Manager (Appraiser) to do a proper performance evaluation of each subordinate.
Automated tools are available these days to help organizations create a performance culture right from the beginning. HR has to understand these tools and educate the company management about their utility. 'EmpXtrack' is one such tool that is being widely used by small and medium-sized organizations to manage the performance of employees. It provides a free demo of both the Appraisal and Goal Setting mechanisms. Those interested may do a Google search of 'EmpXtrack' and register for the Demos.
Those keen to learn more are welcome to contact me at [IMG]https://www.citehr.com/misc.php?do=email_dev&email=YmtiaGF0aWFAc2FpZ3 VuLmNvbQ==[/IMG]
Best of luck B K Bhatia
From India, Delhi
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Setting goals/KRAs for all employees well before the start of the next financial year is important. This can happen only if your Annual Business Plan (ABP) for the next year is ready by then. In addition to the ABP, you need the Job Descriptions (JDs) of all your employees. JDs define the job deliverables, and the ABP gives an indication of the KRAs for that year for each Job Position. The combination of these two creates SMART goals which are to be set through interaction between the employee and his/her Manager (Appraiser). Some goals may have quarterly targets to be achieved. For Sales staff, the targets could even be monthly/weekly.
The fact, however, remains that unless an employee clearly knows the goals (and the targets to be achieved for each goal), how can you expect him/her to deliver performance? Thus, the assignment of goals becomes a vital responsibility of all Appraisers in a company. If each appraiser takes this responsibility with pride, the entire organization becomes performance-driven.
Having set the goals, there is a need to periodically track employees' achievements as per the targets assigned. If each employee has, on average, 8 goals in a year that are to be tracked on a quarterly basis, you need a system. It is difficult to track performance manually. After all, our basic purpose is that the targets assigned are achieved every quarter by each employee. Even with a staff of 25 employees in the company, you have to track 200 goals every quarter. The employee has to enter his/her achievement for each goal and submit it to the Appraiser. If the achievement is inadequate, the Appraiser has to examine the handicaps (in consultation with the employee) and provide his/her counseling for future improvements. A record of such counseling every quarter on the Goal Sheet gives, at the end of the year, a comprehensive summary of achievements and shortfalls. This is an objective picture of the year-round performance of an employee which enables the Manager (Appraiser) to do a proper performance evaluation of each subordinate.
Automated tools are available these days to help organizations create a performance culture right from the beginning. HR has to understand these tools and educate the company management about their utility. 'EmpXtrack' is one such tool that is being widely used by small and medium-sized organizations to manage the performance of employees. It provides a free demo of both the Appraisal and Goal Setting mechanisms. Those interested may do a Google search of 'EmpXtrack' and register for the Demos.
Those keen to learn more are welcome to contact me at [IMG]https://www.citehr.com/misc.php?do=email_dev&email=YmtiaGF0aWFAc2FpZ3 VuLmNvbQ==[/IMG]
Best of luck B K Bhatia
From India, Delhi
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Hi Bhatia,
Thank you for your contribution on this appraisal issue. However, I tend to think that the setting of goals is mainly for jobs that are easily quantifiable, i.e., those where performance is easily measurable against the set standards, such as sales or production roles where targets are set on the number of units sold or produced within a given time period.
How would you advise a service company to go about appraising its employees? How can it be made possible to quantify services offered? How would you appraise, for example, a customer care representative?
Thank you,
Mumbi Kaaya
From Kenya
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Thank you for your contribution on this appraisal issue. However, I tend to think that the setting of goals is mainly for jobs that are easily quantifiable, i.e., those where performance is easily measurable against the set standards, such as sales or production roles where targets are set on the number of units sold or produced within a given time period.
How would you advise a service company to go about appraising its employees? How can it be made possible to quantify services offered? How would you appraise, for example, a customer care representative?
Thank you,
Mumbi Kaaya
From Kenya
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Hello Mumbi Kaaya,
Sorry for the delay in replying to your query.
Enough consultancy is available on the Goal Setting process in all types of organizations. Services are no exception. The entire service industry (Banking/ Financial Institutions, Hotels & Travel, Retail Sector, Power distribution, etc.) have well-defined goals for their Customer Care executives & others. You may coordinate with them in case you can't afford consultancy.
The fact, however, remains that if a Manager cannot task his subordinates, he/she is not managing the job professionally. If the organization has some objectives (whether defined through Balanced Score Card or by any other technique), these have to be drilled down to each individual employee based on the divisional/departmental/functional objectives. Only then everybody shall contribute to the organizational growth.
Unless a Manager/Appraiser demands results, no subordinate can deliver performance. Therefore, it is the task of the Manager/Appraiser to list out his expectations from each subordinate. HR can facilitate the process, but eventually its timely completion rests with the line managers. Yes, tools are available to track the goal-setting process. HR should study & acquire these tools and manage performance in a professional manner.
Hope that clarifies the point. Best of luck!
B K Bhatia
From India, Delhi
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Sorry for the delay in replying to your query.
Enough consultancy is available on the Goal Setting process in all types of organizations. Services are no exception. The entire service industry (Banking/ Financial Institutions, Hotels & Travel, Retail Sector, Power distribution, etc.) have well-defined goals for their Customer Care executives & others. You may coordinate with them in case you can't afford consultancy.
The fact, however, remains that if a Manager cannot task his subordinates, he/she is not managing the job professionally. If the organization has some objectives (whether defined through Balanced Score Card or by any other technique), these have to be drilled down to each individual employee based on the divisional/departmental/functional objectives. Only then everybody shall contribute to the organizational growth.
Unless a Manager/Appraiser demands results, no subordinate can deliver performance. Therefore, it is the task of the Manager/Appraiser to list out his expectations from each subordinate. HR can facilitate the process, but eventually its timely completion rests with the line managers. Yes, tools are available to track the goal-setting process. HR should study & acquire these tools and manage performance in a professional manner.
Hope that clarifies the point. Best of luck!
B K Bhatia
From India, Delhi
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Hi Mubi,
KRA is nothing but a simple term to let you know the target that one is supposed to concentrate on and achieve to move to the next level or get a hike in the package.
For example, if you are in a BPO (Call Center), you may have 3 to 5 KRAs:
1. Customer Satisfaction (the score you get for every call you handle) which is obtained directly from the customer by email after every resolved call.
2. RPC (Revenue per call) - the sale you make in a call. For instance, if you take 10 calls a day, your target might be $50 per call. Therefore, if you make $50 in a single call, you meet that parameter.
3. AHT (Average Handling Time) - the average handling time for a call. For example, if it's 10 minutes, even if you finish 9 calls in 8 minutes and the other call extends to 1 hour, it can cause issues.
These parameters are calibrated monthly and ultimately impact appraisals. Every employee should be informed about the KRAs when starting work in the company, and any amendments should be communicated accordingly.
4. Quality of calls (rated based on call flow, as determined by the client).
5. Schedule adherence.
If you are in recruitment, your KRAs might include:
1. Selects vs. Joinees.
2. Quality of the Joinees (do the selected joinees clear the program fitment round and meet production targets).
3. Achieving Targets.
From India, Madras
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KRA is nothing but a simple term to let you know the target that one is supposed to concentrate on and achieve to move to the next level or get a hike in the package.
For example, if you are in a BPO (Call Center), you may have 3 to 5 KRAs:
1. Customer Satisfaction (the score you get for every call you handle) which is obtained directly from the customer by email after every resolved call.
2. RPC (Revenue per call) - the sale you make in a call. For instance, if you take 10 calls a day, your target might be $50 per call. Therefore, if you make $50 in a single call, you meet that parameter.
3. AHT (Average Handling Time) - the average handling time for a call. For example, if it's 10 minutes, even if you finish 9 calls in 8 minutes and the other call extends to 1 hour, it can cause issues.
These parameters are calibrated monthly and ultimately impact appraisals. Every employee should be informed about the KRAs when starting work in the company, and any amendments should be communicated accordingly.
4. Quality of calls (rated based on call flow, as determined by the client).
5. Schedule adherence.
If you are in recruitment, your KRAs might include:
1. Selects vs. Joinees.
2. Quality of the Joinees (do the selected joinees clear the program fitment round and meet production targets).
3. Achieving Targets.
From India, Madras
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Performance Appraisal Methods.doc
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