hi all,
Thank you for ur responses.....
Currently we have got a system in place where the KPI's are identified for each position and they will rated on those lines. There is self evaluation & employer evaluation and both the parties will have a discussion on the same...Was thinking to change the method making it more standardised..
Thanks
Asha
From India, Madras
2Thank you for ur responses.....
Currently we have got a system in place where the KPI's are identified for each position and they will rated on those lines. There is self evaluation & employer evaluation and both the parties will have a discussion on the same...Was thinking to change the method making it more standardised..
Thanks
Asha
From India, Madras
Examples of a Key Responsibility Areas for HR:
1. To ensure that the Attrition per year is <= 10%
2. To ensure that the average training hours per employee are >= 40 Hours/ Year
3. To complete the salary revision exercise (including issue of letters) by 15th April 2009
You can follow the SMART (Specific - Measurable - Achievable- Relevant/Realistic- Time bound) framework when defining KRAs
1. To ensure that the Attrition per year is <= 10%
2. To ensure that the average training hours per employee are >= 40 Hours/ Year
3. To complete the salary revision exercise (including issue of letters) by 15th April 2009
You can follow the SMART (Specific - Measurable - Achievable- Relevant/Realistic- Time bound) framework when defining KRAs
You might to split these into Position Responsibilities (core work done on a daily basis) and Stretch goals (based on SMART criteria - these are specific goals taken up) Regards, Nikita
From India, Pune
From India, Pune
Hi, I am working in a newspaper. Can anyone help me get self appraisal formats for the categories ranging from journalist to last grade servants. With deep regards, Meher
From India, Mumbai
From India, Mumbai
Employees Performance Appraisal, even in a small company, should be Goals/ KRAs based. I consider that competency based appraisal systems can not measure performance. These are more useful to evaluate development needs of employees.
Setting of Goals/ KRAs for all employees well before the start of the next Financial year is important. This can happen only if your Annual Business Plan (ABP) for the next year is ready by then. In addition to the ABP, you need the Job Descriptions (JDs) of all your employees. JDs define the job deliverables & the ABP gives an indication of the KRAs for that year for each Job Position. Two of these combined create SMART goals which are to be set through interaction between the employee & his/ her Manager (Appraiser). Some goals may have quarterly targets to be achieved. For Sales staff, the targets could even be monthly/ weekly.
The fact, however, remains that unless an employee knows clearly the goals (and the targets to be achieved for each goal), how can you expect him/ her to deliver performance. Thus assignment of Goals becomes a vital responsibility of all Appraisers in a company. If each appraiser takes this responsibility with pride, the entire organization becomes performance driven.
Having set the goals, there is a need to periodically track employee's achievement as per the targets assigned. If each employee has, on an average, 8 goals in an year which are to be tracked on a quarterly basis, you need a system. It is difficult to track performance manually. Afterall, our basic purpose is that the targets assigned are achieved every quarter by each employee. Even with a strength of 25 employees in the company, you have to track 200 goals every quarter. The employee has to enter his/ her achievement for each goal & submit to the Appraiser. If achievement is inadequate, the Appraiser has to examine the handicaps (in consultation with the employee) & give his/ her counselling for future improvements. A record of such counsellings every quarter on the Goal Sheet gives, at the end of the year, a comprehensive summary of achievements & shortfalls. This is an objective picture of round the year performance of an employee which enables the Manager (Appraiser) to do proper performance evaluation of each subordinate.
Automated Tools are available these days to help organizations create a performance culture right from the begining. HR has to understand these tools & educate the company management about their utility. 'EmpXtrack' is one such tool which is being widely used by small & medium sized organizations to manage performance of employees. It provides a free demo of both the Appraisal & Goal Setting mechanisms. Those interested may do Google search of 'EmpXtrack' and register for the Demos.
Those keen to learn more are welcome to contact me at [IMG]https://www.citehr.com/misc.php?do=email_dev&email=YmtiaGF0aWFAc2FpZ3VuLm NvbQ==[/IMG]
Best of luck
B K Bhatia
From India, Delhi
Setting of Goals/ KRAs for all employees well before the start of the next Financial year is important. This can happen only if your Annual Business Plan (ABP) for the next year is ready by then. In addition to the ABP, you need the Job Descriptions (JDs) of all your employees. JDs define the job deliverables & the ABP gives an indication of the KRAs for that year for each Job Position. Two of these combined create SMART goals which are to be set through interaction between the employee & his/ her Manager (Appraiser). Some goals may have quarterly targets to be achieved. For Sales staff, the targets could even be monthly/ weekly.
The fact, however, remains that unless an employee knows clearly the goals (and the targets to be achieved for each goal), how can you expect him/ her to deliver performance. Thus assignment of Goals becomes a vital responsibility of all Appraisers in a company. If each appraiser takes this responsibility with pride, the entire organization becomes performance driven.
Having set the goals, there is a need to periodically track employee's achievement as per the targets assigned. If each employee has, on an average, 8 goals in an year which are to be tracked on a quarterly basis, you need a system. It is difficult to track performance manually. Afterall, our basic purpose is that the targets assigned are achieved every quarter by each employee. Even with a strength of 25 employees in the company, you have to track 200 goals every quarter. The employee has to enter his/ her achievement for each goal & submit to the Appraiser. If achievement is inadequate, the Appraiser has to examine the handicaps (in consultation with the employee) & give his/ her counselling for future improvements. A record of such counsellings every quarter on the Goal Sheet gives, at the end of the year, a comprehensive summary of achievements & shortfalls. This is an objective picture of round the year performance of an employee which enables the Manager (Appraiser) to do proper performance evaluation of each subordinate.
Automated Tools are available these days to help organizations create a performance culture right from the begining. HR has to understand these tools & educate the company management about their utility. 'EmpXtrack' is one such tool which is being widely used by small & medium sized organizations to manage performance of employees. It provides a free demo of both the Appraisal & Goal Setting mechanisms. Those interested may do Google search of 'EmpXtrack' and register for the Demos.
Those keen to learn more are welcome to contact me at [IMG]https://www.citehr.com/misc.php?do=email_dev&email=YmtiaGF0aWFAc2FpZ3VuLm NvbQ==[/IMG]
Best of luck
B K Bhatia
From India, Delhi
Hi Bhatia,
Thank you for your contribution on this appraisal issue.However,i tend to think that the setting of goals is mainly for jobs that are easily quantifiable i.e. those that the performance is easily measurable against the set standards e.g. sales or production jobs where targets are set on the number of units sold or produced within a given time period.
How would you advice a service company to go about appraising its employees?How can it be made possible to quantify services offered?How would you appraise,for example,a customer care representative?
Thank you
Mumbi Kaaya
From Kenya
Thank you for your contribution on this appraisal issue.However,i tend to think that the setting of goals is mainly for jobs that are easily quantifiable i.e. those that the performance is easily measurable against the set standards e.g. sales or production jobs where targets are set on the number of units sold or produced within a given time period.
How would you advice a service company to go about appraising its employees?How can it be made possible to quantify services offered?How would you appraise,for example,a customer care representative?
Thank you
Mumbi Kaaya
From Kenya
Hello Mumbi Kaaya,
Sorry for the delay in replying to your query.
Enough consultancy is available on Goal Setting process in all types of organizations. Services are no exception. The entire service industry (Banking/ Financial Institutions, Hotels & Travel, Retail Sector, Power distribution etc..) have well defined goals for their Customer Care executives & others. You may coordinate with them in case you can't afford consultancy.
The fact, however, remains that if a Manager can not task his subordinates, he/ she is not managing the job professionally. If the organization has some objectives (whether defined through Balanced Score Card or by any other technique), these have to be drilled down to each individual employee based on the divisional/ departmental/ functional objectives. Only then everybody shall contribute to the organizational growth.
Unless a Manager/ Appraiser demands results, no subordinate can deliver performance. Therefore, it is the task of the Manager/ Appraiser to list out his expectations from each subordinate. H R can facilitate the process, but eventually its timely completion rests with the line managers. Yes, tools are available to track the goal setting process. HR should study & acquire these tools and manage performance in a professional manner.
Hope that clarifies the point. Best of luck!
B K Bhatia
From India, Delhi
Sorry for the delay in replying to your query.
Enough consultancy is available on Goal Setting process in all types of organizations. Services are no exception. The entire service industry (Banking/ Financial Institutions, Hotels & Travel, Retail Sector, Power distribution etc..) have well defined goals for their Customer Care executives & others. You may coordinate with them in case you can't afford consultancy.
The fact, however, remains that if a Manager can not task his subordinates, he/ she is not managing the job professionally. If the organization has some objectives (whether defined through Balanced Score Card or by any other technique), these have to be drilled down to each individual employee based on the divisional/ departmental/ functional objectives. Only then everybody shall contribute to the organizational growth.
Unless a Manager/ Appraiser demands results, no subordinate can deliver performance. Therefore, it is the task of the Manager/ Appraiser to list out his expectations from each subordinate. H R can facilitate the process, but eventually its timely completion rests with the line managers. Yes, tools are available to track the goal setting process. HR should study & acquire these tools and manage performance in a professional manner.
Hope that clarifies the point. Best of luck!
B K Bhatia
From India, Delhi
HI Mubi,
KRA is nothing but simple term to let u know the target that one is supposed to concentrate and achieve to move to the next level or get a hike in the package.
For Example,
If you are in a BPO (Call Center)
Probably u may have 3 to 5 KRAs
Being
1. Customer Satisfaction(the score you get for every call u handle) this is got from the customer directly by email after every resolved call
2. RPC ( Revenue per call) the sale you make in a call (say for example if u take 10 calls a day your target might be 50 Dollars per call so, if you make 50 dollars in a single call u are done with that parameter)
3. AHT ( average handling time - the average handling time for a call, if its 10 minutes, though you are able to finish 9 calls in 8 minutes and the other call goes on for 1 hour u are in trouble)
so everymonth this will be calibrated and finally it will make a difference in the appraisal and every employee should be informed about the KRAs as they start the work in the company and any amendments needs to be communicated accordingly.
4. Quality of calls (rated depending on the call flow, formulated by the client)
5. Schedule adherence
2... Say for example u r into recruitment
ur KRA might be
1. Selects v/s Joinees
2. Quality of the Joinees( are the joinees who had been selected clears the program fitment round and hit the production)
3. Achieving Targets
From India, Madras
KRA is nothing but simple term to let u know the target that one is supposed to concentrate and achieve to move to the next level or get a hike in the package.
For Example,
If you are in a BPO (Call Center)
Probably u may have 3 to 5 KRAs
Being
1. Customer Satisfaction(the score you get for every call u handle) this is got from the customer directly by email after every resolved call
2. RPC ( Revenue per call) the sale you make in a call (say for example if u take 10 calls a day your target might be 50 Dollars per call so, if you make 50 dollars in a single call u are done with that parameter)
3. AHT ( average handling time - the average handling time for a call, if its 10 minutes, though you are able to finish 9 calls in 8 minutes and the other call goes on for 1 hour u are in trouble)
so everymonth this will be calibrated and finally it will make a difference in the appraisal and every employee should be informed about the KRAs as they start the work in the company and any amendments needs to be communicated accordingly.
4. Quality of calls (rated depending on the call flow, formulated by the client)
5. Schedule adherence
2... Say for example u r into recruitment
ur KRA might be
1. Selects v/s Joinees
2. Quality of the Joinees( are the joinees who had been selected clears the program fitment round and hit the production)
3. Achieving Targets
From India, Madras
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Performance Appraisal Methods.doc
Methods-of-Perf ormance-Apprais al-2.pdf