Hi all,
My organization wants to establish a new performance appraisal system. However, the problem is that we don't have any basic elements such as job descriptions, metrics, and other necessary components for a new performance appraisal system. This lack of foundational information is causing me some confusion in addressing this issue. Additionally, we need to have the system completed within 3 months to implement e-appraisals throughout the entire organization.
Initially, I have left sections such as job descriptions, goals/objectives, and measures blank for the line manager to fill in when planning the annual performance and then input them into the e-appraisal solution.
Could you please advise me on whether it is correct or appropriate to initiate a new performance evaluation process?
Thanks in advance.
Yearning
From Vietnam, Hai Phong
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2My organization wants to establish a new performance appraisal system. However, the problem is that we don't have any basic elements such as job descriptions, metrics, and other necessary components for a new performance appraisal system. This lack of foundational information is causing me some confusion in addressing this issue. Additionally, we need to have the system completed within 3 months to implement e-appraisals throughout the entire organization.
Initially, I have left sections such as job descriptions, goals/objectives, and measures blank for the line manager to fill in when planning the annual performance and then input them into the e-appraisal solution.
Could you please advise me on whether it is correct or appropriate to initiate a new performance evaluation process?
Thanks in advance.
Yearning
From Vietnam, Hai Phong
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I don't know if you can judge an employee's performance if you don't know what he or she is supposed to be doing and how the effort fits into the organizational goals and objectives. While the employee could be engaged in "busy" work, such effort could be non-productive.
The only way to accurately judge an employee's contribution, skills, shortcomings, and thereby render praise, and personal/professional development options is through the use of Job Descriptions. One doesn't know how to play the game until one knows the rules.
I think you have approached the problem in a logical and "participative" manner, by pushing down the responsibility of developing a basic job description to the lower levels. You would then have the raw material to refine into job descriptions over the course of the upcoming year. Of course, you would need to observe the employee and interview the supervisor to ensure that you had a complete picture of the role of the employee in the organization.
PALADIN
From United States,
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The only way to accurately judge an employee's contribution, skills, shortcomings, and thereby render praise, and personal/professional development options is through the use of Job Descriptions. One doesn't know how to play the game until one knows the rules.
I think you have approached the problem in a logical and "participative" manner, by pushing down the responsibility of developing a basic job description to the lower levels. You would then have the raw material to refine into job descriptions over the course of the upcoming year. Of course, you would need to observe the employee and interview the supervisor to ensure that you had a complete picture of the role of the employee in the organization.
PALADIN
From United States,
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Hi friends,
Thank you all for clearing up the matter.
I still get confused because, in this case, we failed to make our employees and managers believe in the benefits of job descriptions and setting goals/objectives for each individual. We had done it before, but we could not get the support even though we understand thoroughly that the performance appraisal system should start with setting goals and discussing job descriptions between the employee and manager before the review period.
The question here is whether we could proceed with the review work by having the supervisors fill in blank job descriptions or goal forms before the start of the review period. We will allow the middle managers to decide on them and set performance standards for their employees. Subsequently, the HR department will correct and standardize job descriptions and performance criteria.
So, do you think I am right in using this shortcut to establish both job descriptions and a performance appraisal system for the entire organization? As HR professionals, is that feasible?
Thanks for any comments and assistance.
Yearning.
From Vietnam, Hai Phong
Acknowledge(0)Amend(0)
Thank you all for clearing up the matter.
I still get confused because, in this case, we failed to make our employees and managers believe in the benefits of job descriptions and setting goals/objectives for each individual. We had done it before, but we could not get the support even though we understand thoroughly that the performance appraisal system should start with setting goals and discussing job descriptions between the employee and manager before the review period.
The question here is whether we could proceed with the review work by having the supervisors fill in blank job descriptions or goal forms before the start of the review period. We will allow the middle managers to decide on them and set performance standards for their employees. Subsequently, the HR department will correct and standardize job descriptions and performance criteria.
So, do you think I am right in using this shortcut to establish both job descriptions and a performance appraisal system for the entire organization? As HR professionals, is that feasible?
Thanks for any comments and assistance.
Yearning.
From Vietnam, Hai Phong
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Yearning,
I think that you are on the right track, but consider that direction, in the form of broad goals and timetables, must come from Senior Management and should be made known to the lower levels so that they can develop and plan the strategy and methodology to meet those goals in their departments. Such a strategy would provide middle managers with a framework for the development of job descriptions, as well as individual goals and timetables. HR should be the final arbiter in terms of the job descriptions, ensuring "fit," scope, and responsibilities.
Hope this helps.
PALADIN
From United States,
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I think that you are on the right track, but consider that direction, in the form of broad goals and timetables, must come from Senior Management and should be made known to the lower levels so that they can develop and plan the strategy and methodology to meet those goals in their departments. Such a strategy would provide middle managers with a framework for the development of job descriptions, as well as individual goals and timetables. HR should be the final arbiter in terms of the job descriptions, ensuring "fit," scope, and responsibilities.
Hope this helps.
PALADIN
From United States,
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Performance Appraisal Form for Staff.doc