Hi there,
I have been working for a software firm since 3rd December 2007, and I am facing a lot of pressure regarding the HR policies. The firm wants a performance appraisal policy, and it is my first job. I have not even completed 2.5 months, and they are expecting me to come up with various policies.
Kindly provide me with HR policies from different IT companies. Most importantly, please send me a performance appraisal policy.
Thank you for reading my message. Please respond as soon as possible.
Thanking you.
Regards,
Swetha
From India, Bangalore
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I have been working for a software firm since 3rd December 2007, and I am facing a lot of pressure regarding the HR policies. The firm wants a performance appraisal policy, and it is my first job. I have not even completed 2.5 months, and they are expecting me to come up with various policies.
Kindly provide me with HR policies from different IT companies. Most importantly, please send me a performance appraisal policy.
Thank you for reading my message. Please respond as soon as possible.
Thanking you.
Regards,
Swetha
From India, Bangalore
Acknowledge(0)Amend(0)
Before you proceed with Performance Appraisal and go further to frame a policy for the same, I suggest you answer the following questions yourself. If your answer to all these questions is affirmative, I promise I will discuss the Performance Appraisal Policy in more detail.
Questions to Consider Before Performance Appraisal
1. What is your process of recruitment? You may start from the bottom level and slowly move up. Talk to your colleagues and find out what is looked for while staff at different levels appear for an interview.
2. Do you have KRAs drawn for all levels? Are they provided to all newly recruited staff at all levels?
3. Do you have "Responsibility Metrics" drawn for all levels? Is "Mentorship" considered while drawing Responsibility Metrics?
4. What are the criteria for promotion in your organization? Is mentorship considered while promoting staff?
5. Do you have a system of informal meetings of departmental staff? Has it ever been felt by your management that staff should be asked about constraints faced in venturing into KRAs?
6. If, suppose, the bottom-most staff are withdrawn by the management, how confident would the next level be to continue working as if nothing happened?
7. If in a similar way as in point 6 above you remove a particular level of staff, what odds would the next higher level face in handling subordinates? Would there still be mentorship? Would subordinates be comfortable with one level in between taken off?
8. Does your company have "Growth Curves" for all levels of employees? If yes, how often does one level discuss the same with immediate juniors? Do they advise junior improvement techniques?
9. How often does your management feel "Performance Appraisals" should be done?
10. Do you have a system of providing training to your staff?
I hope the questions above help you understand the "Preparatory Steps" for Performance Appraisal. I feel one has to have a very clear idea of "what is expected" to do the appraisal successfully. Also, if there is no mentorship, the appraisal would never fetch the desired result, I feel.
Regards & Wishes,
From India, Pune
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70Questions to Consider Before Performance Appraisal
1. What is your process of recruitment? You may start from the bottom level and slowly move up. Talk to your colleagues and find out what is looked for while staff at different levels appear for an interview.
2. Do you have KRAs drawn for all levels? Are they provided to all newly recruited staff at all levels?
3. Do you have "Responsibility Metrics" drawn for all levels? Is "Mentorship" considered while drawing Responsibility Metrics?
4. What are the criteria for promotion in your organization? Is mentorship considered while promoting staff?
5. Do you have a system of informal meetings of departmental staff? Has it ever been felt by your management that staff should be asked about constraints faced in venturing into KRAs?
6. If, suppose, the bottom-most staff are withdrawn by the management, how confident would the next level be to continue working as if nothing happened?
7. If in a similar way as in point 6 above you remove a particular level of staff, what odds would the next higher level face in handling subordinates? Would there still be mentorship? Would subordinates be comfortable with one level in between taken off?
8. Does your company have "Growth Curves" for all levels of employees? If yes, how often does one level discuss the same with immediate juniors? Do they advise junior improvement techniques?
9. How often does your management feel "Performance Appraisals" should be done?
10. Do you have a system of providing training to your staff?
I hope the questions above help you understand the "Preparatory Steps" for Performance Appraisal. I feel one has to have a very clear idea of "what is expected" to do the appraisal successfully. Also, if there is no mentorship, the appraisal would never fetch the desired result, I feel.
Regards & Wishes,
From India, Pune
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Performance Appraisal Policy.pdf
Performance-app raisal-senthiln athan.hr@gmail. com.zip