John Chiang
Consultant
Munmun.bhoir
Manager-hr
+1 Other

Thread Started by #reemagarg

Hello everybody,
Mine is an organisation having 2600 employees and increasing everyday.
Too much data collected fo appraisal becomes difficult while evaluating it.All HRMS es fail. Please suggest an easy and unbiased method for appraisal
3rd January 2009 From India, Gurgaon
Dear Reemegarg,

Performance Review Practice
  1. Employee's Wage/Salary is reviewed at least once or twice a year unless the maximum pay range of the position has already been reached. The employee's immediate supervisor and at least the next higher supervision level will participate in these reviews. Any increase must be approved by General Manager and including the proposal made by Department Manager.
  2. In considering a possible increase, a number of factors must be weighted. These include quantity and quality of work produced, cooperative attitude, position in the pay range and time since last increase.
  3. If agreement is reached that an increase is merited, it will be scheduled to be effective on the first of the month closest to the review date. The employee will not be notified as to an increase until the supervisor has received the approved notice of payroll change.
  4. If a supervisor wishes to grant a merit increase which HR Manager regards as unwarranted and agreement cannot be reached, the supervisor may continue seeking approval of the proposed increase. The supervisor will then prepare, in writing, the reasons he regards the increase as merited and this written presentation will be reviewed by successive levels of HR and line management until agreement is reached.
Here is Evaluation of Salaried Positions

Evaluation of Salaried Positions

1. Company Policy

To evaluate positions fairly and uniformly throughout the Company.

To establish a level of compensation for each position according to its degree of difficulty and responsibility and the knowledge and skill required to perform it.
To ensure that employees are assigned to salary levels commensurate with their actual duties and responsibilities.
2. Management's Responsibility

Evaluation of salaried positions is a Company program, the success of which depends on the joint action of management and HR Department.
It is management's responsibility to review the job descriptions of all positions periodically and to initiate reevaluation when the circumstances warrant. Reevaluation of an existing position may be in order when there is a change in the duties and responsibilities of the position. An entirely new position would, of course, require the writing of a complete job description so that it may be properly evaluated.
It is most important not only that a job description exist for each position in each department, but also that has the description accurately reflected the functions and duties performed by those in that position. Furthermore, to comply with Equal Employment Opportunity and Affirmative Action policies, it is essential that the work actually being performed by an employee be that of the position and level to which the employee is of officially assigned. Only as a temporary emergency measure can an exception to these rules is permitted.
In view of the above, a most important responsibility of management is to periodically compare job descriptions with the actual duties being performed by employees.
Another responsibility of management is to be able to explain the Company's job evaluation policy and general procedures to employees.
3. How Positions are Evaluated

Salaried positions in the different levels are evaluated according to a standard, Company wide evaluation system.
1). Job Description
A concise but complete description of duties and responsibilities is the basis for evaluating a position. Management usually prepares the job description. On request, HR Department will furnish printed guides to help in this endeavor. If additional advice and counsel are needed, management should consult the HR officer who may, in turn call upon analysts in HR Department or outside consulting firms.
2). Request for Evaluation
A memorandum requesting an evaluation together with the new or revised job description should be sent through the appropriate office channels to HR Department.
3). Evaluation Procedure
Analyst in the HR Department analyzes the duties of a position in terms of seven broad characteristics of work called "factors.
These factors are:
  • Job Knowledge
  • Machine Skills
  • Special Mental Abilities
  • Special Accuracy
  • Public and Internal Relations
  • Physical Working Conditions
  • Supervision
In terms of these factors, the Analyst analyzes each position individually to determine the relative amount of knowledge, skill, responsibility, etc., it requires. Of course, not all seven factors are found in every position.
The value of each factor in the position under consideration is then determined through a comparison with the same factor in several other benchmark positions whose requirements are well established.
This procedure gives each factor proper weight and ensures evaluations that are consistently fair and uniform. The total of the values assigned to the factors determines the salary level at which the position will be evaluated. To equitably evaluate certain technical and specialized positions, it is sometimes necessary to consider other factors in addition to those shown above.
4). Final Approval
HR Department has final approval authority when its evaluation recommendations agree with those of management. However, evaluations for which agreement cannot be reached, or which cannot be otherwise resolved, may be appealed to the Senior Management Committee or General Manager.
4. Present Occupant Only Positions

On occasion, HR Department will, at management's request, establish certain special classified positions, commonly referred to as present occupant only (POO).
Basically these positions fail into three major categories:
  • Positions established at salary levels lower than their evaluations call for;
  • Positions established at salary levels higher than their evaluations call for;
  • Positions established because of reorganizations or additions of new functions prior to job descriptions being prepared and format point evaluations being completed.
As these practices are beneficial for the effective utilization and placement of employees within the Company, they are used subject to the following provisions.
1). Positions Established at Salary Levels Lower Than Their Evaluations
* Clerks-in-training
A Clerk-in-training position is usually established to accommodate special situations involving the transfer of an individual on a trial basis whose salary level is lower than that of the job he or she will occupy. It is established for a maximum of six months after which the individual must be promoted to the correct level of the job or transferred to a different job.
* Exceptions to supervisory or trainee guidelines
Exceptions to the supervisory or trainee guidelines usually occur because the individuals currently have salary, levels much lower than called for by the supervisory or trainee positions they will occupy. In these cases, POO positions are established to provide an interim step to the proper level. These positions are closely monitored and depending upon the situation, time restrictions of six months to a year are placed on them.
2). Positions Established at Salary Levels Higher Than Their Evaluations
  • A position may be established at a salary level higher than called for because the individual has unique qualifications and brings more expertise to the job than would normally be expected. These cases are reviewed annually by HR Department to assure that the circumstances have not changed.
  • Positions are occasionally established to accommodate an individual being trained on lower level work in another unit. Since it is felt that this assignment is part of the employee's development and will be useful to the individual and the Company at a later date, these employees are paid based upon the higher salary level. These cases are reviewed annually by HR Department to assure that the circumstances have not changed.
  • The salary levels for Secretary to Officer Positions are established based upon the organizational ranking of the principal to whom the secretary is assigned.
  • These assignments, however, frequently change (due to a principals retirement, transfer, resignation, etc.) and while every effort is made to place the secretary at the same or higher level, this is not always immediately possible. In these instances positions called Secretarial Assistant or Staff Secretary are established until the secretary can be placed with someone entitled to that level.
  • Occasionally, positions are established at levels higher than called for because of unique personal reasons (physical or mental disability, job dissatisfaction, problems with superiors or subordinates, etc.). These situations are handled on an individual basis by HR Department.
  • Positions are often established at salary levels higher than called for to accommodate individuals whose responsibilities are diminished due to reorganization. Effective immediately, the procedure for these cases is as follows:
    • Management should review the Company's policy and procedures for handling
    • Employees available for reassignment as contained in the booklet.
    • Under normal circumstances, if attempts to transfer an employee to a position with an equivalent level are not successful within a reasonable period (not to exceed 3 months) the employee's level of record will be reduced. The employee's salary will not be affected but future salary increases will be controlled by the new level of record.
    • For these types of POO positions already in existence, employees are paid based upon the higher levels. Until that date management should seek positions of equivalent salary level for these employees.
3). Positions Established Without Formal Evaluation
Positions are of ten established on a POO basis resulting from reorganization or the addition of entirely new functions.
The procedures for these situations are:
    • The position will be established at the current salary level of the individual (or the agreed upon level for a new appointee).
    • Management must submit a job description to HR Department within six months. A special call-up system is maintained for all such positions. If the job description has not been submitted, HR Department will assign conservative temporary salary levels based upon whatever information is available. In no case will these assigned salary level be higher than those that existed prior to any organizational change. Until such time as position descriptions are received, employees' salaries will be controlled by the new temporary, salary levels.
    • If a job description has been submitted the incumbent will retain his or her current salary level until the formal evaluation is completed and approved (this includes the time necessary for appeals).
    • If the position evaluates at a salary level lower than that of the incumbent salary will not be reduced.
However, the employee's level of record will be reduced immediately to the lower level and future salary actions will be restricted by the appropriate performance maximum of the lower level.


Best regards,
John
4th January 2009 From China, Shanghai
Hi Rema,
You need to use a advanced online software to manage performance appraisal where comments/remarks /overall performance details/marks/grade of an employee has to be only uploaded manualy once & the software should be able to produce various customised reports as per your requirement.
You can also implement 360 degree appraisal system.
Regards,
Munmun.
4th January 2009 From India, Pune
Clarify how to start from management level since HR department is not taken seriously here.Moreover we are makinf our inhouse HR intranet package. Anything that could be included in it for effective appraisal later.Please suggest:icon1::icon1:
5th January 2009 From India, Gurgaon
Dear Reemegarg, how are you?

As learned from the book of Successful Manager’s Handbook, effective appraisal is at the heart of successful management. Understand how the appraisal process works, and recognize how a well-managed system benefits employees and organizations.

Developing People Encourage people to work to their full potential for successful results.
Regular feedback develops staff and helps them to achieve their objectives. Create an environment in which people welcome continuous feed back, and use the appraisal interview as a formal round-up of these on-going, informal reviews.

Providing Feedback Praise good performance when you see it to motivate people to do even better.
All employees want to know how their performance is viewed by their manager. It is important to provide this feedback continuously, whether t is positive or negative. Proper feedback helps team members identify where they need to improve their skills, knowledge, and attitudes. Even highly successful achievers need feedback to help them sustain their performance. On-going feedback improves morale, since people know exactly where they stand, and enables managers to express concerns rather than storing them up.

Appraising Effectively Make sure that people know how important they are to the organization
Think carefully about how you will give feedback both formally and informally. In order to build for the future, it is important to be constructive in what you say and to focus on the future in the way that you say it. Make sure that all feedback is two-way, and that discussions are honest and open. Consider how you will put your points across, since people will react to the manner in which you provide feedback. Bear in mind that criticism can be difficult to take, even when an individual is aware that it is justified.

According the book stated, there are three distinct types of appraisal, each involving a different approach to evaluating performance. Understand the purpose of top-town, peer, and 360-degree appraisals, and why self-assessment must feature in them all. – Ensure that staffs understand how they will be appraised.

Appraising Top-DownFind out how others in your organization view an appraisee’s performance.
To-down appraisal means that the appraiseee’s immediate manager, who knows the appraisee best, is responsible for their appraisal and has the authority to agree a development plan for the future. Some companies use a “matrix” approach in which one manager appraises an individual in terms of their contribution to a specific office or region, while another manager appraises their input to their specific area of work. A human resources specialist, for example, with an objective of putting employees on new contracts, would be assessed by a manager with human resources or legal expertise.

Using Peer AppraisalEvaluate feedback carefully to ensure its value to the appraisee.
In this type of appraisal, people at the same level, appraise their peers, so that each appraiser can use his or her expert knowledge of the appraisee’s role and responsibilities to give an authoritative opinion on their skills, Peer appraisal is often used in the professions, where specialist knowledge of issues such as ethics or technical competence is important. By monitoring colleagues as part of the appraisal process, changes in practice can be fed back to the profession, and improvements made to the way in which members behave and carry out their work.

Points to Remember:
- Peer appraisal enables colleagues to act as mentors to one another, helping to improve performance all round.
- The exchange of open feedback among staff must be actively encouraged to ensure the effectiveness of peer appraisal.
- A combination of top-down and peer appraisal is often used to broaden the scope of feedback.

Understanding 360-Degree AppraisalSee that questions on customer forms provide useful feedback
The appraiser seeks feedback from everyone who has worked with the appraise, including customers, their peer group, and members of their own team. Generally, he appraiser will send out forms or questionnaires, such as customer satisfaction review forms, and then take comments into account when preparing for the formal interview. There is a growing trend towards this type of appraisal, since knowing how an appraisee’s manager, peers, internal customers, external customers, and others view his or her performance often provides valuable insights.

Setting Objectives
Appraisals provide the opportunity to establish objectives in line with an organization’s strategy. Bear in mind that up-to-date job descriptions are vital if you are to use appraisals to discuss, revise, and align objectives to your organization’s aims.
- Plan ahead and make allowances for any future changes.
- Ensure that you are prepared for the arrival of new employees.
- Use appraisals as an opportunity to ensure that people are realistic about their potential.
- Try to turn good intentions into actions.
- See that measures of performances are challenging but achievable.
- Set stretching but realistic targets that will motivate your staff.
- Use objectives as a way of getting the team to focus and work together.
- Be prepared to be flexible, if necessary, should a situation change.
- Work on the basis that everyone will want to do a good job.
- Ask team members for their views on the way ahead.
- Make sure that rewards are in keeping with your organization’s goals.
- Always deliver rewards that have been earned by team members.
- Find out what it is that motivates each member of your staff.
- Remember that, success often breeds further success.

Points to Remember:
- Setting aside a little time every couple of months to check through and update job descriptions makes it easier to spot any change.
- Job descriptions should be as succinct as possible – ideally fitting on to one A4 page – and should list main responsibilities rather than detail daily activities.

The above are condensed from the book for your reference. Hope it helps.

Best regards,
John
5th January 2009 From China, Shanghai
Thanks John for your suggestion and the valuable time you have taken to make things clear.
I'm in the process of making the HR handbook for the employees. and need a "Performance Appraisal Policy " to be included with other policy. Can you help me out in this as to what to be handed to the employees (remember 3000 employees total in HO as well in branches ).
6th January 2009 From India, Gurgaon
Dear Reemagarg,

Employee Performance Review
I. GENERAL
The employee performance review is a periodic evaluation of the employee's performance intended to rate her/his job effectiveness for the functions she/he is performing and the salary he is earning, relative to other employees to cope with Company wage/salary policy.
II. PROCEDURE
HR Department will be responsible for administering the performance review individually through Department Manager. All review forms should be prepared by the HR Department one month before the regular review date of employee and hand it to Department Manager to fill out fairly and objectively the Review Sheet through immediate supervisor of the employee.
III. SPECIAL REVIEVV FOR COMPLETING PROBATION PERIOD
New hire operator will be entitled a special review one week before the date of completing probation period -- 40 days.
In accordance with their performance during this period, there will be 3 categories - $ , , for their first salary increase.
Special review after probation -- 3 months for staff that depends on their performance and Company needs.
IV. USE OF PERFORMANCE REVIEW
The completed Performance Review Form will be filed in the employee's personal file. It is to be used along with other information to determine the need for training or other action.
V. CONFIDENTIALITY
The performance review, like all other similar personnel information, is to be kept confidential.
Performance Appraisal of Exempt Salary Employees
  1. Each exempt salary employee will have his performance formally evaluated once each pear. This appraisal will be based on his attainment to goals clearly established at the beginning of the review period, normally on his anniversary date. The written establishment of these performance goals will result from a discussion between the managers and subordinate. These goals should provide stipulated performance measurements of the major duties listed in the employee's job description. Both the manager and the employee will have a copy of these written goals.
  2. An informal performance review will be held six months after the goals for the year have been set. Its two purposes will be the measurement of accomplishment to date and a career development discussion between the employee and the manager. The career development discussion might cover such topics as the ultimate and proximate career goals of the employee, his progress towards them as be sees it, any additional or different assignments which might further his development, any course of study or reading program which would aid him etc. This discussion is designed to facilitate the manager's fulfillment of one of his most significant duties, the development of his people. No employee should fail to avail himself of this opportunity of seeking his manager's guidance and support in fully developing his talents and advancing toward his career goals, if yet unachieved.
  3. The second performance review will be held near the end of the twelve months period. Attainment to specific goals and manner of accomplishment will be fully evaluated as well overall performance for the entire year.
  4. The setting of goals for each coming year will be accomplished immediately after the performance review. The manager may find that it is better to complete the performance review and then discuss and establish goals at a subsequent session. Every effort to correct the deficiency performed in the past year should be made as guidance to complete the setting of goals as soon after the performance appraisal as possible.

Best regards,
John
6th January 2009 From China, Shanghai
Dear Reemagarg,

Job Qualification and Restriction

I. General Policy

HR Department must be aware of the general and specific job qualification of each position for purposes of recruiting new employment, or transfer or promotion, to fill the position, the following qualifications are those usually evaluated.
II. Sex and Physical Condition

Minimum standards of production operators are established by I.E. Department but certain jobs may require exceptional strength or durability. Also a male or female may be more suitable for certain jobs. If a special requirement exists it should be specified in the Position Requisition and the selection influence accordingly.
III. Age

The minimum age for employment is 16 years old. The normal maximum age for new employment in any position below 45 years old. But it is not including management level personnel.
IV. Educational Background

Education requirement vary with the jobs. For certain work requirement, little education is necessary. To maintain a stable work force, newly-hired employees should not be overqualified in education.
V. Previous Working Experience

Minimum experience in a related Field of work may be specified in the "Position Requisition". A maximum experience may also be noted to avoid overqualified or un-trainable employment.

Best regards,
John
6th January 2009 From China, Shanghai
Dear Reemagarg,

You are supposed will have some hourly employees. What I suggest is:

Semi-Annual Performance Appraisal for Hourly Employees
  1. While performance appraisal and wage review serve some what separate purposes, they are obviously interrelated. Quality of performance is the prime factor in considering the possibility of subsequent merit increase.
  2. Each supervisor will complete a semi-annual review card on all his employees.
  3. An employee receiving a A, B or C rating on this review would be eligible for consideration at the time of the subsequent wage review, if his quality of performance had remained constant or improved.
  4. An employee receiving a D or E rating is not eligible for consideration at the time of the next wage review. He could be eligible for consideration at the time of subsequent reviews only if he had accomplished drastic improvement of his performance.
  5. An employee who receives two consecutive E ratings is subject to release without prejudice or discharge, depending on the principal cause of the rating.
Best regards,
John
6th January 2009 From China, Shanghai
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