Request for Formula to Calculate Net Rating Based on Weightage
I have attached a KRA spreadsheet we have designed for our office. There are weightages (Column E) assigned for each parameter. For example, Accuracy holds more weightage than Work Behavior. We need to calculate the net rating based on the parameter weightages for each employee. Can you please provide me with a formula to calculate the rating based on the weightage?
Thanks in advance.
Regards
From Bahrain, Manama
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3I have attached a KRA spreadsheet we have designed for our office. There are weightages (Column E) assigned for each parameter. For example, Accuracy holds more weightage than Work Behavior. We need to calculate the net rating based on the parameter weightages for each employee. Can you please provide me with a formula to calculate the rating based on the weightage?
Thanks in advance.
Regards
From Bahrain, Manama
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Dear Rdsou,
I have gone through the attachment. Overall, the sheet is fine except for Sl No 9 and 10. There is no measurable component in Sl No 10 (Initiative and Responsibilities).
Sl No 9, Work Behaviour: There is a measurable component; however, this KRA may become a weapon in the hands of superiors. Suppose a manager does not like one of the workers or supervisors, then he may treat him/her vindictively and start giving poor ratings in this column. How will you handle this situation?
Sl No 10, Initiatives and Responsibilities: There is no measurable component as such. Initiative and responsibility are outputs and not inputs as such. The definition of situational leadership may vary from one manager to another. This is a point where conflicts may occur between a manager and his/her junior.
When I went through the document, this is what I anticipated. Other senior members may give their views.
Thanks,
Dinesh V Divekar
"Beware of false knowledge; it is more dangerous than ignorance."
From India, Bangalore
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I have gone through the attachment. Overall, the sheet is fine except for Sl No 9 and 10. There is no measurable component in Sl No 10 (Initiative and Responsibilities).
Sl No 9, Work Behaviour: There is a measurable component; however, this KRA may become a weapon in the hands of superiors. Suppose a manager does not like one of the workers or supervisors, then he may treat him/her vindictively and start giving poor ratings in this column. How will you handle this situation?
Sl No 10, Initiatives and Responsibilities: There is no measurable component as such. Initiative and responsibility are outputs and not inputs as such. The definition of situational leadership may vary from one manager to another. This is a point where conflicts may occur between a manager and his/her junior.
When I went through the document, this is what I anticipated. Other senior members may give their views.
Thanks,
Dinesh V Divekar
"Beware of false knowledge; it is more dangerous than ignorance."
From India, Bangalore
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Dear rdsou, Dinesh and Shaik Abdul have rightly commented on the problems with the design. However, as you have assigned only a 5% weightage, it may not affect the overall rating significantly. In order to calculate the overall score, you need to multiply the score and the weights given for each of the elements and add them up.
Example Calculation:
For example, let us assume the grades given are as follows:
- Accuracy: 4 at 25%
- Deadlines: 5 at 20%
- Reports: 5 at 15%
- Email Communication: 3 at 15%
- Initiatives: 4 at 5%
- Work Behavior: 3 at 5%
Overall Score = (4x25 + 5x20 + 5x15 + 3x15 + 4x5 + 3x5) / 100 = 385 / 100 = 3.85
Have a nice day.
Regards, Simhan Learning and Teaching Fellow (Retd) The University of Bolton, UK Chief Advisor, Promentor-Consulting
From United Kingdom
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Example Calculation:
For example, let us assume the grades given are as follows:
- Accuracy: 4 at 25%
- Deadlines: 5 at 20%
- Reports: 5 at 15%
- Email Communication: 3 at 15%
- Initiatives: 4 at 5%
- Work Behavior: 3 at 5%
Overall Score = (4x25 + 5x20 + 5x15 + 3x15 + 4x5 + 3x5) / 100 = 385 / 100 = 3.85
Have a nice day.
Regards, Simhan Learning and Teaching Fellow (Retd) The University of Bolton, UK Chief Advisor, Promentor-Consulting
From United Kingdom
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Dear Rdsou, I forgot to mention that you have given very little weightage, 5% each, to WORK BEHAVIOR and INITIATIVES & RESPONSIBILITIES (ACCOUNTABILITY & OWNERSHIP) when they are the BASIS for THE BEST PRODUCTIVITY LEVELS. The ATTITUDE of an employee is the most important factor to consider. BEHAVIOR is a SUBSET OF ATTITUDE. A GOOD ATTITUDE can MOTIVATE TEAM MEMBERS, PEERS, and those associated with XYZ EMPLOYEE, and VICE VERSA. To my knowledge, ATTITUDE is everything as it defines an individual's SELF-ESTEEM, STANDARDS, etc.
On the contrary, an employee with a BAD/NEGATIVE ATTITUDE producing the BEST RESULTS may not GAIN support from his superiors or may be a factor in creating a team or individuals to adopt and work on a similar ATTITUDE.
With profound regards
From India, Chennai
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On the contrary, an employee with a BAD/NEGATIVE ATTITUDE producing the BEST RESULTS may not GAIN support from his superiors or may be a factor in creating a team or individuals to adopt and work on a similar ATTITUDE.
With profound regards
From India, Chennai
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Thank you very much for your opinions, Dinesh Divekar, nashbramhall, and skhadir. I will consider the pros and cons specific to the process requirements and will implement the KRA accordingly. Much appreciated.
Regards
From Bahrain, Manama
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Regards
From Bahrain, Manama
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The KRA you prepared is only for a certain level of people, maybe for some corporate office personnel. However, if your efforts are not sufficient for other related areas, for example, manufacturing units, we need to identify additional areas in the KRA. Could you please do the needful in that regard?
Regards,
PBS KUMAR
From India, Kakinada
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Regards,
PBS KUMAR
From India, Kakinada
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Dear Simhan, could you tell me how to calculate/measure performance appraisal for the below scenario:
Performance Appraisal Categories
For an individual, we have four categories: Very Bad, Bad, Good, and Very Good. I found him as “Bad.” For the company, we have four categories: Very Bad, Bad, Good, and Very Good. I found it as “Very Good.”
Now, we need to derive the midpoint for the above two, which is based on 50% of the individual performance and 50% on company performance. Could you suggest a tool (Statistical/Mathematical) to calculate the above?
Regards,
Preethi
From India, Madras
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Performance Appraisal Categories
For an individual, we have four categories: Very Bad, Bad, Good, and Very Good. I found him as “Bad.” For the company, we have four categories: Very Bad, Bad, Good, and Very Good. I found it as “Very Good.”
Now, we need to derive the midpoint for the above two, which is based on 50% of the individual performance and 50% on company performance. Could you suggest a tool (Statistical/Mathematical) to calculate the above?
Regards,
Preethi
From India, Madras
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Sorry Preethi, your question is not clear. It appears as though you are trying to compare "Bananas" and "Oranges." Please provide the whole scenario.
I understood how to measure individual performance from your explanation. For example: Rating: 3.85. I also found out how to measure company performance. For example: Rating: 2.3.
Here, our company policy is:
Performance appraisal will occur based on 50% of individual performance and 50% of company performance.
So now, can you tell me what the formula is to calculate this?
Regards,
Preethi
From India, Madras
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I understood how to measure individual performance from your explanation. For example: Rating: 3.85. I also found out how to measure company performance. For example: Rating: 2.3.
Here, our company policy is:
Performance appraisal will occur based on 50% of individual performance and 50% of company performance.
So now, can you tell me what the formula is to calculate this?
Regards,
Preethi
From India, Madras
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Thanks for the immediate response. Yes, I work for an IT company that is a new startup. I have not been exposed to HR activities except for recruitment. I am finding it difficult to plan and execute things because I have no one to guide, suggest, or show the government standards, etc.
Regards,
Preethi
From India, Madras
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Regards,
Preethi
From India, Madras
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KRA and Performance Management Policy.doc