Hi Anita,
Performance appraisal is the assessment of an individual's performance. We select a person based on communication ability, good attitude, etc. Do they possess these attributes, and have they delivered on them? That is what Performance appraisal is all about.
During the performance appraisal, if you ask them to measure his attitude, how will they measure it? Furthermore, how will you measure leadership, communication, etc.? What is the use if a person scores 23 out of 25 in these attributes but gets less than 25% in KRA? Focus on performance appraisal, focusing solely on performance. Behavioral attributes are not measured for performance.
These attributes need to be measured and assessed properly through the correct methodology for promotions, specifically for promotions and not for upgradations. Delink performance appraisal and rewards, linking them to performance appraisal, which will include upgradation from promotions that entail additional responsibilities.
Siva
From India, Chennai
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379Performance appraisal is the assessment of an individual's performance. We select a person based on communication ability, good attitude, etc. Do they possess these attributes, and have they delivered on them? That is what Performance appraisal is all about.
During the performance appraisal, if you ask them to measure his attitude, how will they measure it? Furthermore, how will you measure leadership, communication, etc.? What is the use if a person scores 23 out of 25 in these attributes but gets less than 25% in KRA? Focus on performance appraisal, focusing solely on performance. Behavioral attributes are not measured for performance.
These attributes need to be measured and assessed properly through the correct methodology for promotions, specifically for promotions and not for upgradations. Delink performance appraisal and rewards, linking them to performance appraisal, which will include upgradation from promotions that entail additional responsibilities.
Siva
From India, Chennai
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Hi friends,
I have been asked to prepare a Performance Appraisal for my organization, which is an IT firm with a total staff strength of 70 employees. Before doing so, I would like to prepare the KRAs for the employees. The majority of them are software developers, a few are Testers, and the remaining are trainees. Can anyone please guide me and let me know if I am on the right track?
Eg. Goals 75%
KRA 1 25%
KRA 2 25%
KRA 3 15%
KRA 4 15%
KRA 5 10%
KRA 6 10%
Behavior Attributes 15%
- Initiative 25%
- Communication 25%
- Attitude 50%
Leadership 10%
- Team Handling 100%
Regards,
Anita
From India, Mumbai
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I have been asked to prepare a Performance Appraisal for my organization, which is an IT firm with a total staff strength of 70 employees. Before doing so, I would like to prepare the KRAs for the employees. The majority of them are software developers, a few are Testers, and the remaining are trainees. Can anyone please guide me and let me know if I am on the right track?
Eg. Goals 75%
KRA 1 25%
KRA 2 25%
KRA 3 15%
KRA 4 15%
KRA 5 10%
KRA 6 10%
Behavior Attributes 15%
- Initiative 25%
- Communication 25%
- Attitude 50%
Leadership 10%
- Team Handling 100%
Regards,
Anita
From India, Mumbai
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Hi,
Before Designing the PMS system you first need to clear your mind:
Goals Should be- Realistic
To the point, brief, and unambiguous
Complete demonstration of the ability being rated
Not laced with jargon
Rating Scale:
Against established criteria- “Rating Scales”
Listed behaviors that would be expected to earn a given score
Benchmarks should be determined in advance based on what good and poor performers would do in the situation
Now how a rating scale must be made:
please see my attachment....
After this you need to define your Appraisal Cycle:
"i.e. teh time for appraisal usally it 1 yr or financial yr in most of the companies".
Once all this is ready:
it's time to move a head with PMS system....
1. Define the employees goals by their managers.
2. Keep the KRA% as 100 dividing into no. of goals but do not define KRA1 25%, KRA2 50%...as it may keep two imp KRA a diff rating scale.
3. By the end of appraisal cycle, ask the employees to define what ever they have done in thier KRA....usually by a PMS form.
4. Ask the Manager to Rate...
5. Once the rating come, compare the Rating on one hand & feedback for employees on other.
6. with rating you can see how much to increase the % Salary.
7. With feedback give it to employees so taht they now the loopholes and correct it accordingly..
DO let me know if this is useful to you......
From India, Pune
Acknowledge(1)Amend(0)
Before Designing the PMS system you first need to clear your mind:
Goals Should be- Realistic
To the point, brief, and unambiguous
Complete demonstration of the ability being rated
Not laced with jargon
Rating Scale:
Against established criteria- “Rating Scales”
Listed behaviors that would be expected to earn a given score
Benchmarks should be determined in advance based on what good and poor performers would do in the situation
Now how a rating scale must be made:
please see my attachment....
After this you need to define your Appraisal Cycle:
"i.e. teh time for appraisal usally it 1 yr or financial yr in most of the companies".
Once all this is ready:
it's time to move a head with PMS system....
1. Define the employees goals by their managers.
2. Keep the KRA% as 100 dividing into no. of goals but do not define KRA1 25%, KRA2 50%...as it may keep two imp KRA a diff rating scale.
3. By the end of appraisal cycle, ask the employees to define what ever they have done in thier KRA....usually by a PMS form.
4. Ask the Manager to Rate...
5. Once the rating come, compare the Rating on one hand & feedback for employees on other.
6. with rating you can see how much to increase the % Salary.
7. With feedback give it to employees so taht they now the loopholes and correct it accordingly..
DO let me know if this is useful to you......
From India, Pune
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Performance Appraisal evaluation.doc
Improving Employee Performance Through Appraisal And Coaching.pdf