Hi Friends, Required Performance Evaluation Methods for Manufacturing Company (Engg)...
From India, Chennai
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6From India, Chennai
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Hi,
Performance evaluation methods are broadly divided into two different categories:
1. Past-Oriented Method
2. Future-Oriented Method
When it comes to evaluating employees in a manufacturing company, it is essential that they come from a technical background. Job analysis should focus on specific tasks and roles. Therefore, it is crucial to assess job knowledge, quality and quantity of output, leadership abilities, supervision, cooperation, health, and most importantly, behavior. Given that they deal with risk factors, which are critical in the manufacturing process.
In my opinion, for a manufacturing company, Past-Oriented methods like Critical Incident Methods, Performance Tests, and Observation could be considered.
I hope this helps!
From India, Bhubaneswar
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Performance evaluation methods are broadly divided into two different categories:
1. Past-Oriented Method
2. Future-Oriented Method
When it comes to evaluating employees in a manufacturing company, it is essential that they come from a technical background. Job analysis should focus on specific tasks and roles. Therefore, it is crucial to assess job knowledge, quality and quantity of output, leadership abilities, supervision, cooperation, health, and most importantly, behavior. Given that they deal with risk factors, which are critical in the manufacturing process.
In my opinion, for a manufacturing company, Past-Oriented methods like Critical Incident Methods, Performance Tests, and Observation could be considered.
I hope this helps!
From India, Bhubaneswar
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Dear Vijay,
You could have given a little more information about yourself. What is your designation? Are you from HR? What type of Performance Appraisal (PA) is conducted in your company? What is the frequency of the cycle? Of the total marks acquired, what is the measurable part and what is the subjective part?
Principles of PMS do not change with respect to the industry. These remain the same. What matters is whether you have a very comprehensive and stable PMS in your company.
To institute PMS requires great exposure across the spectrum of industries. If mishandled, it may do more harm than good. To know what happens when PMS is instituted with incomplete knowledge, you may click here.
To know more about instituting PMS in the company, you may click here to refer to my past post.
In well-designed PMS organizations, individuals are trained well so that they can design their own KRAs. The manager only validates it. The junior is expected to maintain MIS or other evidence to prove the quantum of performance in PA meetings. The manager verifies the score. In this process, nobody gives or takes anything. The junior earns the marks, and there is evidence for this. In the same PA meeting, the junior is also expected to come up with his KRA for the next quarter or half-year. The manager verifies it, reassigns the weights if required, changes the KRAs itself if required. Further feedback can follow in subsequent meetings. Since the junior himself or herself calculates the score, there is no room for disgruntlement.
There is a lot of misconception on the concept of KPI and KRA. To remove this misconception, I have uploaded my presentation on Youtube. To refer to that video, you may click here.
I have been giving my replies on the subject time and again. If you wish to refer to my past replies, then you may click the following links to refer to those:
Subjectivity in Performance Appraisal
Design PMS Program Pharmaceutical Company
I handle consulting on PMS. To know more about my services, you may click here. Talk to your management, and if they are ready, then we may work together. If you hire my services, I will do a deep study of each department and design new measures which hitherto you had never thought of. PMS will be helpful to you in your recruitment, employee training, manpower planning, and so on.
Thanks,
Dinesh V Divekar
From India, Bangalore
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You could have given a little more information about yourself. What is your designation? Are you from HR? What type of Performance Appraisal (PA) is conducted in your company? What is the frequency of the cycle? Of the total marks acquired, what is the measurable part and what is the subjective part?
Principles of PMS do not change with respect to the industry. These remain the same. What matters is whether you have a very comprehensive and stable PMS in your company.
To institute PMS requires great exposure across the spectrum of industries. If mishandled, it may do more harm than good. To know what happens when PMS is instituted with incomplete knowledge, you may click here.
To know more about instituting PMS in the company, you may click here to refer to my past post.
In well-designed PMS organizations, individuals are trained well so that they can design their own KRAs. The manager only validates it. The junior is expected to maintain MIS or other evidence to prove the quantum of performance in PA meetings. The manager verifies the score. In this process, nobody gives or takes anything. The junior earns the marks, and there is evidence for this. In the same PA meeting, the junior is also expected to come up with his KRA for the next quarter or half-year. The manager verifies it, reassigns the weights if required, changes the KRAs itself if required. Further feedback can follow in subsequent meetings. Since the junior himself or herself calculates the score, there is no room for disgruntlement.
There is a lot of misconception on the concept of KPI and KRA. To remove this misconception, I have uploaded my presentation on Youtube. To refer to that video, you may click here.
I have been giving my replies on the subject time and again. If you wish to refer to my past replies, then you may click the following links to refer to those:
Subjectivity in Performance Appraisal
Design PMS Program Pharmaceutical Company
I handle consulting on PMS. To know more about my services, you may click here. Talk to your management, and if they are ready, then we may work together. If you hire my services, I will do a deep study of each department and design new measures which hitherto you had never thought of. PMS will be helpful to you in your recruitment, employee training, manpower planning, and so on.
Thanks,
Dinesh V Divekar
From India, Bangalore
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I totally agree with Mr. Dinesh V Divekar. The purpose of any appraisal is to find the strengths of the team and not expose their weaknesses. Hence, if the appraisal is announced well in advance, parameters clearly defined/set in consultation with the concerned employees, unnecessary resistance to the whole appraisal process can be avoided. If the employees are convinced they are not being targeted, the participation will be more enthusiastic, and the results more desirable.
Though most of the appraisal process is almost similar in any industry, there may be some specific parameters unique to each industry that need to be built into the appraisal format by the management to evaluate these specific skill sets.
From India, Bangalore
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Though most of the appraisal process is almost similar in any industry, there may be some specific parameters unique to each industry that need to be built into the appraisal format by the management to evaluate these specific skill sets.
From India, Bangalore
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Performance Appraisal Methods.doc
Methods-of-Perf ormance-Apprais al-2.pdf