I am working as HR & PRO at a B-School. I have been asked by the chairman to prepare a performance appraisal for all staff (teaching and non-teaching). The principal of the institution is not happy with this decision and is showing no support for the same. I now need to come up with a format for the appraisal that considers both the chairman and the principal. Kindly help me with the format of the performance appraisal for a B-school.
Institutional Structure
Our institutional structure starts with the Chairman at the top, followed by the principal (Academics), and then the H.O.Ds and professors. On the other end, there are the Admin, Accounts, and HR departments.
From India, Kurnool
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Institutional Structure
Our institutional structure starts with the Chairman at the top, followed by the principal (Academics), and then the H.O.Ds and professors. On the other end, there are the Admin, Accounts, and HR departments.
From India, Kurnool
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I suggest you first review the job description along with the management expectations for all designations. This will provide you with ideas to prepare the performance appraisal format as needed. Depending on the line of authority, you can set up the review process for each designation as follows:
1. Immediate reporting manager
2. Second-level reporting manager
3. HR and final review
I hope this gives you some ideas now.
From India, Chennai
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1851. Immediate reporting manager
2. Second-level reporting manager
3. HR and final review
I hope this gives you some ideas now.
From India, Chennai
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We have devised a new performance management framework for our B-school, for both our teaching and non-teaching staff. We have prepared it in the MBO format, utilizing KRA/KPI. Kindly refer to the PowerPoint presentation for more details, and do let me know if you need any further clarifications.
Thanks,
Debraj
From India, New Delhi
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Thanks,
Debraj
From India, New Delhi
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Others have given you some good general points and examples from different fields. Hence, I will raise a few questions before giving you some links. I was an academic for nearly 20 years, teaching Business Management to undergraduates and postgraduates. We used to have annual appraisals for development purposes. In other words, we had appraisals not for determining pay/promotion.
Objective of the Appraisal
First of all, your chairman needs to make clear what the objective of the appraisal is. You also need to find out from your principal why he objects to appraisals in principle. My wife, as a math teacher in a high school, used to have both formative and summative appraisals. The appraisal process, if conducted properly, is quite time-consuming. If not conducted properly, it can lead to demotivation rather than improve performance.
Please read the material at http://grattan.edu.au and digest its content.
Also at http://www.tncdsb.on.ca/new/resource...0Appraisal.pdf, Annual Evaluation | Faculty Development | The University of Kansas, and New Evaluation Guidebooks (Revised Appendix X).
More at Google.
From United Kingdom
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Objective of the Appraisal
First of all, your chairman needs to make clear what the objective of the appraisal is. You also need to find out from your principal why he objects to appraisals in principle. My wife, as a math teacher in a high school, used to have both formative and summative appraisals. The appraisal process, if conducted properly, is quite time-consuming. If not conducted properly, it can lead to demotivation rather than improve performance.
Please read the material at http://grattan.edu.au and digest its content.
Also at http://www.tncdsb.on.ca/new/resource...0Appraisal.pdf, Annual Evaluation | Faculty Development | The University of Kansas, and New Evaluation Guidebooks (Revised Appendix X).
More at Google.
From United Kingdom
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Format - Performance Appraisal.doc
Format Performance Appraisal.xls
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(Fact Checked)-The suggested approach aligns with best practices. However, involving HR in the final review may create bias. Consider an independent review for fairness. (1 Acknowledge point)