Dear Seniors,
I am working on a performance appraisal guideline and format. Management has asked for a format with weightage for each KRA, along with an overall weightage calculation for each employee. Employee performance will be based on this.
We are primarily focused on power projects with a major strength in electrical and civil engineers. On the other end, we have 30% of other staff in marketing, HR, finance, purchase, etc.
Kindly assist me in developing an appraisal guideline with a format by providing your necessary inputs.
I hope my query is clear. Please let me know if it is not.
Thanks & Regards,
GOWRI
From India, Madras
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7I am working on a performance appraisal guideline and format. Management has asked for a format with weightage for each KRA, along with an overall weightage calculation for each employee. Employee performance will be based on this.
We are primarily focused on power projects with a major strength in electrical and civil engineers. On the other end, we have 30% of other staff in marketing, HR, finance, purchase, etc.
Kindly assist me in developing an appraisal guideline with a format by providing your necessary inputs.
I hope my query is clear. Please let me know if it is not.
Thanks & Regards,
GOWRI
From India, Madras
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Hi Gowri, Find enclosed one of the sample format of Performance appraisal.. hope it will help you to prepare the same at your end.. Regards, Amit Seth.
From India, Ahmadabad
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From India, Ahmadabad
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Dear Amit ji,
Thank you very much for the appraisal document. It was helpful, and I have taken some points from it. However, how do appraisal forms add value with quantitative weightage, say for 100%? How can we create guidelines for such types of appraisal formats? I would appreciate it if you could clarify my query, please.
Thanks & Regards,
Gowri
From India, Madras
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Thank you very much for the appraisal document. It was helpful, and I have taken some points from it. However, how do appraisal forms add value with quantitative weightage, say for 100%? How can we create guidelines for such types of appraisal formats? I would appreciate it if you could clarify my query, please.
Thanks & Regards,
Gowri
From India, Madras
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Hello Gowri,
The appraisal mechanism with quantitative weightage will be based on the importance and relevance of those objectives/KRAs for a particular employee.
For instance, if you are considering an HR Executive, the KRAs can be:
1. Recruitment & selection
2. MIS
3. Employee joining formalities
4. Employee data management
The weightage can be (in %):
1. Recruitment & selection - 50%
2. MIS - 20%
3. Employee joining formalities - 20%
4. Employee data management - 10%
This is based on the importance of the KRAs. The most important objective is expected to be recruitment in this case. Managing HR Data is a resultant activity of recruitment and selection as well as joining formalities; hence its weightage is 10% compared to recruitment being at 50%.
This is only an indication and not a thumb rule. The objectives and their importance for the same employee for various periods might have variations, and the weightages for the same should also require changes then.
For instance, based on manpower planning, if the recruitment is frozen for a time frame and the same HR executive is given employee relations as one of the KRAs, then the weightage for ER might be 40% with recruitment falling to 20% or 30%.
Hope this gives you an idea. Primarily, the most important objectives will have more weightage.
Regards,
Rajesh Balasubramanian
From India, Bangalore
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The appraisal mechanism with quantitative weightage will be based on the importance and relevance of those objectives/KRAs for a particular employee.
For instance, if you are considering an HR Executive, the KRAs can be:
1. Recruitment & selection
2. MIS
3. Employee joining formalities
4. Employee data management
The weightage can be (in %):
1. Recruitment & selection - 50%
2. MIS - 20%
3. Employee joining formalities - 20%
4. Employee data management - 10%
This is based on the importance of the KRAs. The most important objective is expected to be recruitment in this case. Managing HR Data is a resultant activity of recruitment and selection as well as joining formalities; hence its weightage is 10% compared to recruitment being at 50%.
This is only an indication and not a thumb rule. The objectives and their importance for the same employee for various periods might have variations, and the weightages for the same should also require changes then.
For instance, based on manpower planning, if the recruitment is frozen for a time frame and the same HR executive is given employee relations as one of the KRAs, then the weightage for ER might be 40% with recruitment falling to 20% or 30%.
Hope this gives you an idea. Primarily, the most important objectives will have more weightage.
Regards,
Rajesh Balasubramanian
From India, Bangalore
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