Hello, Can anyone suggest a few open-ended organization level questions for annual performance appraisal ?
As we have 3 parameter :individual level question , team level question and organization question.
From India, Pune
As we have 3 parameter :individual level question , team level question and organization question.
From India, Pune
Dear Priyanka
Normally in annual performance appraisals , you might have been given a sheet of individual,team organization targets.
Now on
Individual: Be thorough with your job description, your targets and achievement. Try to see the next grade above you to have a view of what that position demands. Try to cover if possible so that you can be considered for that vertical progression. Also give improvements over previous apprisal.... Try to give feel of how you can perform in higher positions . But do not overdo.
Team: Have a complete idea about what is done by whom. How they act or you act . How is the coordination and speed . Has there been any backlash for improper coordination. Whether team targets are achieved .If not state reason as to who is at fault in your opinion in mild manner. Never complain.
Organisation: Please see organizational targets/goals and how it has been achieved. Try to see the balance sheet , quarterly results as the case may to have a fair idea. Each profit center performance. Only if you have official access to this information or if it is there in public domain.
Have a clear view on Markets and how organization is performing when compared to others.
My reply might differ and will depend on your current position , level in the organisational hierarchy or chart.
From India, Tiruchirappalli
15Normally in annual performance appraisals , you might have been given a sheet of individual,team organization targets.
Now on
Individual: Be thorough with your job description, your targets and achievement. Try to see the next grade above you to have a view of what that position demands. Try to cover if possible so that you can be considered for that vertical progression. Also give improvements over previous apprisal.... Try to give feel of how you can perform in higher positions . But do not overdo.
Team: Have a complete idea about what is done by whom. How they act or you act . How is the coordination and speed . Has there been any backlash for improper coordination. Whether team targets are achieved .If not state reason as to who is at fault in your opinion in mild manner. Never complain.
Organisation: Please see organizational targets/goals and how it has been achieved. Try to see the balance sheet , quarterly results as the case may to have a fair idea. Each profit center performance. Only if you have official access to this information or if it is there in public domain.
Have a clear view on Markets and how organization is performing when compared to others.
My reply might differ and will depend on your current position , level in the organisational hierarchy or chart.
From India, Tiruchirappalli
Hello Priyanka,
The Open ended questions may be on the lines as below (I suggest HOD should ask such questions / get it in writing from the Appraisee. HR should accompany him to understand the answers - and not to misinterpret the answers)
1. What are your contributions as an individual employee?
2. What do you like or dislike in your role?
3. What is your rating for your own team skills? Why?
4. Narrate an incident /event that proves your team building skills
5. What do you think our organizational needs are at this juncture?
6. In your opinion, how our organization can achieve our vision or mission ?
Besides, not every employee will be prepared to answer this or his answers might include some standard /expected answers, silent disagreements or just a nod.
I hope this exercise is an additional or value added exercise that you follow apart from doing a rigorous Appraisal.
From India, Pune
The Open ended questions may be on the lines as below (I suggest HOD should ask such questions / get it in writing from the Appraisee. HR should accompany him to understand the answers - and not to misinterpret the answers)
1. What are your contributions as an individual employee?
2. What do you like or dislike in your role?
3. What is your rating for your own team skills? Why?
4. Narrate an incident /event that proves your team building skills
5. What do you think our organizational needs are at this juncture?
6. In your opinion, how our organization can achieve our vision or mission ?
Besides, not every employee will be prepared to answer this or his answers might include some standard /expected answers, silent disagreements or just a nod.
I hope this exercise is an additional or value added exercise that you follow apart from doing a rigorous Appraisal.
From India, Pune
Dear Madam,
It depends on what such open ended questions seek to know which is already not covered in the appraisal.
However, focus could be to find out as to whether the person has developed enough passion for the work he /she is doing, whether he considers the job matches his competencies and it gives enough challenges which makes him enjoy it,
It is well established principle that satisfied worker is productive worker. So it is worthwhile to know whether his job content design gives him inner satisfaction (inner value )well matched with external factors like matching salary increases, hierarchical position, supportive and inspiring boss, praise and
recognition for superior contribution and opportunity for career advancement to name a few.
In my view, such a probe may give inside view for assessing whether the current work environment and systems are effective enough to draw out his potential to perform better and better and what HR interventions are imperative.
Regards,
Vinayak Nagarkar
HR-Consultant
From India, Mumbai
It depends on what such open ended questions seek to know which is already not covered in the appraisal.
However, focus could be to find out as to whether the person has developed enough passion for the work he /she is doing, whether he considers the job matches his competencies and it gives enough challenges which makes him enjoy it,
It is well established principle that satisfied worker is productive worker. So it is worthwhile to know whether his job content design gives him inner satisfaction (inner value )well matched with external factors like matching salary increases, hierarchical position, supportive and inspiring boss, praise and
recognition for superior contribution and opportunity for career advancement to name a few.
In my view, such a probe may give inside view for assessing whether the current work environment and systems are effective enough to draw out his potential to perform better and better and what HR interventions are imperative.
Regards,
Vinayak Nagarkar
HR-Consultant
From India, Mumbai
Dear Priyanka,
Whether open-ended questions or otherwise, I did not understand the need to ask the questions as such.
At the beginning of the performance cycle, did you give the KRA sheet to the employee and made the employee understand the targets that need to be attained, when the measurement will take place, how it will take place?
At the time of measurement, the numbers are expected to speak in themselves. In fact, rather than asking questions, the junior employee needs to be asked to comment on his performance and what needs to be done to elevate it further. If the performance is average or if it is felt that the junior employee has potential but he/she did not use it, then he/she needs to be counselled on the scope of the improvement.
For Ms Vaishali Parkhi: - You have given a set of questions, however, in modern PMS such questions have no place. The PA exercise in today's world is absolutely number-driven. The numbers speak about the individual's contributions and his/her team building skills. Please note that every job does not require teamwork as such. Question No 5 and 6 need not be asked at the time of PA. If we go on asking such questions at the time of PA, the whole process of PA will become time-consuming. Average manager suppose has 20 juniors and spends about an hour for PA with each junior then can you think how many days it will take to complete the PA of 20 subordinates? Going further, likes and dislikes have no place in the work. If we start taking into consideration the like and dislikes of every employee then it will be impossible to run an organisation.
Thanks,
Dinesh Divekar
From India, Bangalore
Whether open-ended questions or otherwise, I did not understand the need to ask the questions as such.
At the beginning of the performance cycle, did you give the KRA sheet to the employee and made the employee understand the targets that need to be attained, when the measurement will take place, how it will take place?
At the time of measurement, the numbers are expected to speak in themselves. In fact, rather than asking questions, the junior employee needs to be asked to comment on his performance and what needs to be done to elevate it further. If the performance is average or if it is felt that the junior employee has potential but he/she did not use it, then he/she needs to be counselled on the scope of the improvement.
For Ms Vaishali Parkhi: - You have given a set of questions, however, in modern PMS such questions have no place. The PA exercise in today's world is absolutely number-driven. The numbers speak about the individual's contributions and his/her team building skills. Please note that every job does not require teamwork as such. Question No 5 and 6 need not be asked at the time of PA. If we go on asking such questions at the time of PA, the whole process of PA will become time-consuming. Average manager suppose has 20 juniors and spends about an hour for PA with each junior then can you think how many days it will take to complete the PA of 20 subordinates? Going further, likes and dislikes have no place in the work. If we start taking into consideration the like and dislikes of every employee then it will be impossible to run an organisation.
Thanks,
Dinesh Divekar
From India, Bangalore
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