Dear all,
I would like to know if it is okay to choose more than one performance appraisal method in an organization. For instance:
- Sales: specific target-oriented (sales target per salesperson).
- Rest of the departments: Simple written essay method/competency-based format.
Guidance appreciated.
Shab
From Pakistan, Karachi
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I would like to know if it is okay to choose more than one performance appraisal method in an organization. For instance:
- Sales: specific target-oriented (sales target per salesperson).
- Rest of the departments: Simple written essay method/competency-based format.
Guidance appreciated.
Shab
From Pakistan, Karachi
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Dear Shab,
For practicality and consistency (in the eye of the employees, consistency in policy, procedures & programs, etc. give them the assurance of fairness. Unfair practices are strongly detrimental to employee engagement), a single performance appraisal method is preferred. While it is a singular approach, it does not mean that it is a "one-size-fits-all". Different departments or jobs will have different targets/KPIs to achieve.
Never set only sales targets for salespeople as this encourages "unhealthy" and "unethical" competition. For salespeople, in addition to the sales target, you would also want them to behave in a specific manner when conducting and representing the company (BAR - Behaviorally Anchored Rating).
Regards,
Autumn Jane
From Singapore, Singapore
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140For practicality and consistency (in the eye of the employees, consistency in policy, procedures & programs, etc. give them the assurance of fairness. Unfair practices are strongly detrimental to employee engagement), a single performance appraisal method is preferred. While it is a singular approach, it does not mean that it is a "one-size-fits-all". Different departments or jobs will have different targets/KPIs to achieve.
Never set only sales targets for salespeople as this encourages "unhealthy" and "unethical" competition. For salespeople, in addition to the sales target, you would also want them to behave in a specific manner when conducting and representing the company (BAR - Behaviorally Anchored Rating).
Regards,
Autumn Jane
From Singapore, Singapore
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Dear Autumn Jane,
Thank you for your valuable input.
In fact, I am tasked with designing an appraisal method for a small business with almost 30 employees. Currently, there is nothing in place, not even job descriptions! Consequently, they are experiencing issues regarding business outcomes.
I am in the process of preparing job descriptions by conducting interviews and having a questionnaire filled out by each position holder. (By the way, there are instances where I encounter some resistance from senior management), but nonetheless, I am making progress, hopefully... :-)
I recognize the importance of having a consistent appraisal system to cultivate a committed and satisfied workforce. However, I find the Behaviorally Anchored Rating (BAR) method to be more time-consuming compared to other methods. Additionally, employees may not be inclined to participate in creating rating scales with me.
As the saying goes, "what to measure" and "how to measure" are crucial aspects. Personally, I aim to implement a system that not only evaluates sales targets as objectives but also assesses competencies like customer service orientation, communication, and coordination skills. This format would be applicable to all employees, spanning sales, supply chain, office administration, accounts, and more.
I seek your expertise on what considerations should be taken into account. I would also appreciate it if you could provide a sample format for such an appraisal system.
Best regards,
Shab
From Pakistan, Karachi
Acknowledge(0)Amend(0)
Thank you for your valuable input.
In fact, I am tasked with designing an appraisal method for a small business with almost 30 employees. Currently, there is nothing in place, not even job descriptions! Consequently, they are experiencing issues regarding business outcomes.
I am in the process of preparing job descriptions by conducting interviews and having a questionnaire filled out by each position holder. (By the way, there are instances where I encounter some resistance from senior management), but nonetheless, I am making progress, hopefully... :-)
I recognize the importance of having a consistent appraisal system to cultivate a committed and satisfied workforce. However, I find the Behaviorally Anchored Rating (BAR) method to be more time-consuming compared to other methods. Additionally, employees may not be inclined to participate in creating rating scales with me.
As the saying goes, "what to measure" and "how to measure" are crucial aspects. Personally, I aim to implement a system that not only evaluates sales targets as objectives but also assesses competencies like customer service orientation, communication, and coordination skills. This format would be applicable to all employees, spanning sales, supply chain, office administration, accounts, and more.
I seek your expertise on what considerations should be taken into account. I would also appreciate it if you could provide a sample format for such an appraisal system.
Best regards,
Shab
From Pakistan, Karachi
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Dear Aquashab,
I take this opportunity to request bloggers to give as much information about the scenario as possible at the outset to reduce the time consumed in responses. For example, had you given the details, I am sure Autumn Jane would have provided the details requested earlier.
What is your role in the firm? Are you a student trainee who has been given the task?
Have a nice day.
Simhan
From United Kingdom
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I take this opportunity to request bloggers to give as much information about the scenario as possible at the outset to reduce the time consumed in responses. For example, had you given the details, I am sure Autumn Jane would have provided the details requested earlier.
What is your role in the firm? Are you a student trainee who has been given the task?
Have a nice day.
Simhan
From United Kingdom
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Performance Appraisal Methods.doc
Improving Employee Performance Through Appraisal And Coaching.pdf