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    Performance Appraisal Process AT Jaksons Limited 2010

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    shannbaby22
    The document discusses the performance appraisal process at an organization. It defines performance appraisal and outlines its key objectives like integrating individual and company goals. It describes the roles of the appraiser, appraisee, and review officer. It discusses best practices for appraisal meetings between appraisers and appraisees. It also identifies common errors in performance evaluations. Finally, it proposes a KRA (Key Result Area) based performance management system for executive cadre involving setting and measuring KRAs and management attributes.

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    Performance Appraisal Process AT Jaksons Limited 2010

    Uploaded by

    shannbaby22
    65 views50 pages
    The document discusses the performance appraisal process at an organization. It defines performance appraisal and outlines its key objectives like integrating individual and company goals. It describes the roles of the appraiser, appraisee, and review officer. It discusses best practices for appraisal meetings between appraisers and appraisees. It also identifies common errors in performance evaluations. Finally, it proposes a KRA (Key Result Area) based performance management system for executive cadre involving setting and measuring KRAs and management attributes.

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    pms

    Original Title

    PMS Jakson

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    The document discusses the performance appraisal process at an organization. It defines performance appraisal and outlines its key objectives like integrating individual and company goals. It describes the roles of the appraiser, appraisee, and review officer. It discusses best practices for appraisal meetings between appraisers and appraisees. It also identifies common errors in performance evaluations. Finally, it proposes a KRA (Key Result Area) based performance management system for executive cadre involving setting and measuring KRAs and management attributes.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    65 views50 pages

    Performance Appraisal Process AT Jaksons Limited 2010

    Uploaded by

    shannbaby22
    The document discusses the performance appraisal process at an organization. It defines performance appraisal and outlines its key objectives like integrating individual and company goals. It describes the roles of the appraiser, appraisee, and review officer. It discusses best practices for appraisal meetings between appraisers and appraisees. It also identifies common errors in performance evaluations. Finally, it proposes a KRA (Key Result Area) based performance management system for executive cadre involving setting and measuring KRAs and management attributes.

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    © All Rights Reserved
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    of 50

    PERFORMANCE

    APPRAISAL
    PROCESS

    CONTENTS OF PRESENTATION
    What is PMS.
    Objectives of PMS.
    Role of Appraisee, Appraisor & Review Officer
    Some Essentials of Appraisor & Appraisee

    Meeting.
    Performance Evaluation Errors.
    Proposed KRA Based PMS for Executive cadre
    & Above.
    Proposed PMS Process at Staff Cadre.

    MEANING OF PMS
    PERFORMANCE APPRAISAL IS THE
    SYSTEMATIC AND OBJECTIVE PROCESS
    OF REVIEWING AN INDIVIDUALS
    PERFORMANCE DURING APPRAISAL
    PERIOD AND ASSESSING HIS POTENTIAL
    FOR FUTURE IMPROVEMENT

    PERFORMANCE APPRAISAL
    OBJECTIVES
    To Integrate Company and Individual

    Goals
    To Increase awareness of targets, tasks
    and responsibilities
    To ensure a more objective assessment
    of Performance and Potential
    To help the employee to overcome his
    weakness and improve upon his
    strengths.

    To create Sufficient data for :


    Training and Development
    Job Enlargement and Enrichment
    Career and Succession Planning
    Compensation Adjustment
    Promotion and Transfer
    To build an open and Transparent work

    culture
    To reinforce a climate of achievement
    motivation

    ROLE OF APPRAISOR
    Monitor employee performance throughout
    the year
    Give continuous feedback on performance
    and progress toward objectives
    Collect information and outside
    perspectives on performance of the
    employee (360feedback)
    Consider what was achieved and how it
    was achieved

    ROLE OF APPRAISOR
    Prepare for your performance feedback
    session
    Prepare for objective setting by reviewing
    organisational plans current performance
    term and beyond
    Consult the HR team when you have
    questions

    ROLE OF APPRAISEE
    Conduct a thorough self evaluation
    Provide input to supervisor in the
    development of individual goals that
    contribute to departmental goals and the
    Organizational goals.
    Discuss concerns and/or questions about
    any part of the job or performance review
    with supervisor.
    Identify and participate in training and
    development discussions.

    ROLE OF A REVIEW OFFICER IN PMS


    To ensure objectivity of PMS
    Process.
    To review the self assessment of
    Appraisee & counter assessment of
    Appraisor.
    To
    review & give his feedback.
    To finalise the development plan &
    review its progress.

    MEETING POINTS BETWEEN


    APPRAISOR
    & APPRAISEE

    BEFORE MEETING.

    State purpose of the meeting Clearly.


    Communication should be clear and
    not ambiguous.
    Date, time and place to be decided in
    advance.
    Sufficient time should be kept
    between two appraisal meeting
    Plan the points to be discussed.

    PREPARATION FOR THE MEETING


    Collection of the facts and
    necessary data.
    Plan the points to be discussed.
    Be prepared with inputs for a
    constructive appraisal meeting.

    LOCATION OF MEETING
    WHERE
    It should preferably be at a neutral place
    with no physical barriers like the
    conference room.
    WHERE NOT

    At the Managers desk.


    At the Appraisees desk.

    LANGUAGE DURING
    MEETING
    DO`S

    Establish contact
    (say hello,
    handshake)
    Ask open
    questions.
    Seek to reach an
    agreements.
    Be more
    elaborate in
    communication

    DON`TS

    Dont Invade
    Dont be threatening
    in giving a critical
    feedback
    Avoid closed
    questions
    Avoid reaching
    confrontation.

    PERFORMANCE EVALUATION ERRORS MADE BY APPRAISER


    ERROR

    INDICATORS

    POSSIBLE CAUSES

    Halo

    High intercorrelation of items

    Uses Knowledge of one


    item to rate another

    Logical

    High intercorrelation of
    adjacent items

    Rates similar appearing


    items the same

    Severity

    Low ratings of all


    ratees

    Has high performance


    standards; is resistant to
    evaluation

    Central
    tendency

    Average ratings of
    all ratees

    Is resistant to evaluation;
    is unable to distinguish
    between employees

    Recency

    No indication of
    rating

    Bases rating on most


    recent behavior

    Proximity

    High intercorrelation of
    adjacent items

    Uses knowledge of one


    item to rate an adjacent
    item

    Leniency

    High ratings of all

    Has low performance

    PART I
    KRA Based PMS PROCESS
    For
    Executive Cadre & Above

    KEY RESULT AREAS


    WHAT IS
    KRA
    KRA of each organizational member
    includes the specific business
    responsibilities that have an ultimate
    impact on the success or failure of the
    enterprise as whole.
    In other words, KRAs describe the reason
    why the job exists- they are lables and
    not long statements of outcome that are
    expected.
    KRA consists of all the prime

    FEATURES OF KRAs
    KRAs are broad areas within a job that
    change little from year to year
    They identify the areas within which a
    person is responsible for achieving
    results.
    Majority of KRAs are found from the job
    description simply by asking the
    question What are the most
    important things that the person

    HOW MANY KRAs CAN A PERSON HAVE ?


    In general a job may have between Five
    to Seven KRAs.
    If it is less than Five, probably some
    important area
    would have been overlooked or if it is
    more than seven,
    chances are great that what has been
    generated
    is a task inventory or list of goals.

    WHY DO WE HAVE KRAs


    KRAs are the basis for setting specific objectives
    and are broad statements of the areas within
    which the job holder is expected to produce
    results.
    It is the framework for a person to exist and
    operate in the organisation.

    FINE TUNING OF KRAs


    Review the list to make sure that each KRAs
    deals with a discrete and non overlapping part
    of the job.
    Make sure that no significant responsibility
    areas have been overlooked.

    HOW TO SET KRAS


    OPTION- I BASED ON JOB DESCRIPTION
    On the basis of job description, list down all major
    & minor activities to be done to perform that job.
    From these activities, KRAs can be arrived at.
    OPTION II BASED ON ANNUAL PLAN
    Each department makes its Annual plan. From
    Annual plan, department goals & interventions to
    achieve those goals are made. These Goals &
    interventions are segregated into department
    employees as their KRAs.

    OPTION III BASED ON AS IS MAPPING & TO BE


    Make As Is mapping regarding where is the
    department at the beginning of appraisal
    period in terms of performance & system
    working. Do To Be process where Department
    wants to be at the close of Appraisal period in
    terms of Performance & System working.
    By Comparing To Be with AS IS, some gap will
    emerge. To fill these gaps, identify number of
    interventions & convert them into KRAs of
    employees.

    OPTION- IV BASED ON FOUR WINDOWS OF


    BALANCE
    SCORE CARD
    External/Internal Customer Expectations
    SOPs missing/Needs to be added
    Cost Reduction Areas
    Self Improvement Areas

    Some Essentials regarding KRA


    Setting
    KRA needs to be fulfilling the concept of SMART,
    as explained below:SMART Concept:
    S Specific
    Easy to understand
    Specific desired future results
    Defines the goal by answering: who, what, when,
    why, how
    M- Measurable
    Describes how each goal will be measured.
    Decide measures of Success
    Answers the following questions:
    - How will I know/show the results has been
    achieved?

    A - Achievable & Agreed


    With all the other commitments within the
    department,
    is this goal achievable?
    Is this goal within the departments control and
    influence?
    Most important, the goal has to be decided by
    mutual consensus and
    agreement.
    R Realistic & Relevant
    Is the goal in alignment with department goals.
    Does the goal relate to broader objectives that
    your department wishes to
    achieve?
    Is the time frame reasonable?

    T - Time bound
    What is the specific time frame to achieve the goal/
    (beginning & end date)
    Establish a time frame for short & long term goals,
    taking into
    account other factors such as delivary by others &
    coordination
    Include interim steps & a plan to monitor progress.

    REVIEW PROCESS FOR KRAS


    The progress of KRAs to be reviewed on Quarterly
    keeping following points in mind:To review the progress toward KRAs.

    To Discuss issues/problems, if any, with Appraisee

    To provide positive recognition for good progress.

    To provide constructive feedback regarding perfor


    To give inputs/advise on areas of improvement.
    Jointly freeze action plan, to be reviewed in next
    monthly review meeting.

    HOW KRAS ARE ACHIEVED

    For achieving identified KRAs, number of Interventions


    to be initiated during appraisal period.
    For Example:
    KRA is establishing Training process in the Organisations.
    Interventions to be undertaken for achieving above
    Defining the Training Policy.
    Developing SOP for deploying Training process.
    Finalisation of Training Budget.
    Developing Infrastructure for Training.
    Identifying External & Internal Faculty for Trainings Work
    Developing Annual Training Calendar on the basis of Trai
    needs identified.
    Organising of workshops as per Annual Calendar.
    Documentation of Training papers.
    Maintaining & updating Training MIS & Data.

    HOW KRAS ARE MEASURED


    KRAs are measured by Key Performance
    Indicators i.e. KPI in measured terms. For every
    KRA, KPI needs to be defined.
    Some Examples:
    KRA: To establishing Training process in the
    Organisations.
    KPI:
    To increase training hours per individual per
    annumn from present 3 hours to 8 hours.
    Training SOP deployed.
    Workshops organised as per Annual Calendar.
    Faculty developed as per Training Plan.

    Some Examples
    KRA: To improve market share of our product.
    KPI:
    Increase in annual sales by 15%.
    Increase in existing customers by 20%.
    Identification of atleast 2 new markets.
    Developing dealership network by 20%.

    Some Examples
    KRA: To improve Self Management.
    KPI:
    To identify at least 10 strength & Improvement
    areas.
    To develop annual plan for working of self
    improvement areas.
    Taking regular feedback on self from People
    cross category as per annual plan.
    Sharing on Self with people cross category as
    per annual plan..

    Management
    & Competence
    are
    KEY MANAGEMENT
    & attributes
    COMPETENCE
    those attributes which facilitate an employee
    ATTRIBUTES
    in getting the work done smoothly either by
    self or through others.
    Attributes identified for assessment under
    PMS Process for the year 2010 are listed
    below:1.Job Competence
    2. Target/Result
    Orientation
    3.Leadership

    4. Managerial Skills

    5.Initiative Taking

    6. Time Management

    7.Positive Attitude
    Relationship

    8. Inter-personnel

    WEIGTAGE OF KRAS &


    MANAGEMENT
    ATTRIBUTES UNDER PMS

    PERFORMANCE ASSESSMENT & REVIEW PROCESS

    The Flow process for Performance Assessment & Re


    is shown as under:
    Self Assessment by Appraisee.

    Assessment of Appraisee performance by Apprais


    Performance review by Review Officer.

    Comments/Approval of Approving Authority on


    performance assessment & Development plan fina

    The progress of KRAs & management attributes to


    On Quarterly basis, keeping following points in min

    To review the progress toward KRAs & manageme

    To Discuss issues/problems, if any, with Appraisee

    To provide positive recognition for good progress.

    To provide constructive feedback regarding perfor


    To give inputs/advise on areas of improvement.

    Jointly freeze action plan, to be reviewed in next m


    meeting.

    RATING SCALE FOR PERFORMANCE ASSESSMENT


    The appraisee shall be rated on a five point scale as follows:
    EXCEPTIONAL CONTRIBUTOR (EC)
    Characterized by high ability which leaves little or nothing to be desired
    unusual & challenging assignments are consistently well handled. Clear case of
    role model to be adopted by others.
    SIGNIFICANTCONTRIBUTOR (SC)
    Characterized by consistent better performance than is normally expected.
    Needs guidance occasionally. Unusual & challenging assignments are normally
    well handled.
    MODERATE CONTRIBUTOR (MC)
    Characterized by fully adequate ability, completes routine assignments on time
    without the need for excess supervision. Meets requirements of competent
    employee. With a little initiative could have performed better.

    PARTIAL CONTRIBUTOR (PC)


    Demonstrated ability does not fully meet the requirements of the Position.
    Excessive supervision and direction normally required. Counseling can improve
    the Performance.
    BELOW EXPECTATONS CONTRIBUTOR (BEC)
    Indicates ability which falls clearly below the minimum requirements of the
    position. Needs immediate action as he is not likely to meet the requirements of
    a competent employee.

    Scope and Eligibility


    Appraisal Period: Calendar Year i.e. January to
    December.
    Scope:
    All Executives in Executive Cadre & Above.

    Eligibility:

    All employees who have joined on or before 30 th


    September.
    Employees who have joined on or after 1st October will
    not be appraised.
    be eligible for any assessment

    PROCESSES FLOW FOR KRAS


    Step I
    The HoD of the Department has to make Annual
    Plan for Next one year for his Department.
    Step II
    The HoD can take input from Management while
    making the annual plan.
    Step-III
    Get the annual plan approved from Management.
    Step- IV
    Set the department goals/Interventions to be
    achieved during next one year, using approved
    annual plan as base.

    Step- V
    Break up the department goals/interventions as
    identified into slabs i.e. for HoD, for Section Head
    and for Staff.
    Step-VI
    Convert these identified goals into KRAs.
    Step-VII
    Discuss & Finalise Five to Seven KRAs for each
    employee of Department.
    Step- VIII
    Quarterly review of KRAs Progress.

    Step- IX
    Annual Assessment on KRAs & Management
    Attributes.
    Step X
    Feedback to Appraisee on Past year performance.
    Step- IX
    Development plan for next year.

    APPROVING AUTHORITY

    For Executives:

    Respective HoD.

    For Managers:
    Respective HoD & HR Head
    (Asst./Dy./Addl./MGR)
    For AGM & Above:

    Management Committee

    PART II
    PMS PROCESS
    For
    STAFF CADRE

    PROCESSES FLOW FOR PMS


    Step I
    The Immediate Supervisor has to identify major job responsibilities
    to be accomplished in next one year by appraisee.
    Step II
    The HoD approve the identified job responsibilities.
    Step-III
    The immediate supervisor communicate the same to appraisee.
    Step- IV
    Annual Assessment on identified attributes.
    Step V
    Feedback to Appraisee on Past year performance.
    Step- VI
    Development plan for next year.

    PERFORMANCE ASSESSMENT & REVIEW PROCESS

    The Flow process for Performance Assessment & Re


    is shown as under:

    Assessment of Appraisee performance by Apprais


    Performance review by Review Officer.

    Comments/Approval of Approving Authority on


    Performance assessment & Development plan final

    KEY ATTRIBUTES OF PERFORMANCE


    Attributes identified for assessment under
    ASSESSMENT
    PMS Process for the year 2010 are listed
    below:1.Job Knowledge
    2. Work Output &
    Quality
    3.Initiative & Drive

    4. Work Attitude

    5.Communication Skills
    Punctuality &

    6. Attendance,
    discipline

    7.Planning & Organising 8. Inter-personnel


    Relationship

    RATING SCALE FOR PERFORMANCE ASSESSMENT


    The appraisee shall be rated on a five point scale
    as follows:

    EXCELLENT (E)
    Characterized by high ability which leaves little or nothing
    to be desired unusual & challenging assignments are
    consistently well handled. Clear case of role model to be
    adopted by others.
    VERY GOOD (VG)
    Characterized by consistent better performance than is
    normally expected. Needs guidance occasionally. Unusual &
    challenging assignments are normally well handled.
    GOOD (G)
    Characterized by fully adequate ability, completes routine
    assignments on time without the need for excess
    supervision. Meets requirements of competent employee.
    With a little initiative could have performed better.

    SATISFACTORY (S)
    Demonstrated ability does not fully meet the requirements of the Position.
    Excessive supervision and direction normally required. Counseling can improve
    the performance.
    UNSATISFACTORY (US)
    Indicates ability which falls clearly below the minimum requirements of the
    position. Needs immediate action as he is not likely to meet the requirements of
    a competent employee.

    Scope and Eligibility


    Appraisal Period: Calendar Year i.e. January to
    December.
    Scope:
    All Staff Cadre.

    Eligibility:

    All employees who have joined on or before 30 th


    September.
    Employees who have joined on or after 1st October will
    not be appraised.
    Employees who have resigned and are serving notice
    period will not be eligible for any assessment

    FORMS TO BE USED
    Annual Appraisal Form for KRA
    Annual Appraisal Form
    FORM FOR SUPERVISORS.docx for Staff

    THANK YOU

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