PROFESSIONALS AND BUSINESSES PARTICIPATING IN DISCUSSION
Business Mentor, Consultant And Trainer
Learning & Teaching Fellow (retired)
Consultancy_hr & Ir
Use factoHR and automate your HR processes
Mobile-first hire to retire HR and Payroll software that automates all HR operations and works as a catalysts for your organisational growth.
Performance Appraisal is, as the name indicates, appraisal (evaluation) of performance!
You have to know if the performance you are evaluating is measurable, to start with!
If it is, you have to decide the minimum performance that you must get for the salary/wage you pay. This is called the "norms of performance". Evaluating performance that is measurable brings in "objectivity".
If the performance is NOT measurable, you have to build measurability in it. If performance exists, it can be measured. To do that the dictum that follows will help you. The dictum is "Anything can be measured either in terms of quantity, or quality, or cost or time!
But whatever the measuring yardstick, the appraisal has to be objective, meaning personal biases must not be allowed to come in.
But you must also decide "what is acceptable performance, what is good performance and what is an excellent performance, just as what is unacceptable performance." You must also remember that if the unacceptable or low performance is NOT for reasons attributable to the employee, you cannot punish him despite unacceptable or low performance.
See, the subject is vast (and that is an understatement). and no one can provide all the inputs via the net! It is a highly skilled job and requires deep conceptualization of all related aspects.
I have given you just the glimpse of entire scenario. Trust it will help. This is NOT a complete system. This response only gives you a few high points!
If you need more inputs please take contact again!
December 31, 2010
And here's wishing you all A Very Happy and Prosperous New Year!
From India, Pune
Dinesh DivekarDear Nidhi,
Just to add what Samvedan has written above.
There were similar queries earlier also. What I had written in my earlier posts, that let me write once again.
a) To conduct the performance appraisal for 2010-2011, you should have planned last year itself.
b) Planning includes deciding on the forms, training your managers on how to conduct the PA, training juniors on how to take feedback etc
c) Most important is you should have trained your managers on concepts of KPIs and KRAs. They should have set the KRAs last year itself and now they should have measured.
d) Another important managers need to do is to record the critical incidences. How to do that is also important.
All the above forms part of the Policy on Performance Appraisal. Last year itself you should have framed the policy on that.
Let me caution that Performance Appraisal is major HR intervention and if handled properly, it develops organisation. However, if not handled properly it does more damage than good. Your managers need lot of maturity in handling the PA process.
As far as the forms are concerned, you can download them from Google but then you need to customise them accordingly to your requirement.
Dinesh V Divekar
Limit of your words is limit of your world
From India, Bangalore
What do you do and why do you need that information. I am used to asking questions to get clarity rather than answer imprecise questions. For example, whose performance in the Bakery Industry are we concerned with, is it the managers or shop floor workers? Are you considering retail outlets where baking is done or are you seeking help for large scale production units?
Have a nice day.
From United Kingdom
Mohsin BokhariDear Mr. Shah,
I am in total agreement with the detail description by Mr. Dinesh Divekar. Please find attached are tools which might help you in developing the performance appraisals for your organization. As suggested by Mr. Dinesh, you need to set the objectives, KPI's & KRA's against which the performance appraisals can be established.
From United Arab Emirates, Dubai