Different Types of Performance Appraisal Biases
We all are humans and so we have prejudices and biases which become a part of our working and we don’t even know how. That’s the reason managers sometimes make mistakes while analyzing and evaluating the performance of their employees because they let their biases and judgment errors interfere with their decision. As a result of which, the process of performance appraisal gets spoiled. These biases are inaccurate distortion of performance measurement.
This article talks about different types of performance appraisals biases which are generally observed. Let us study each one of them one by one to find out how they affect the decision of the managers.
HALO EFFECT
This effect comes into picture when a manager measures the performance of an employee based on some of his perceived positive trait, characteristic, quality or feature. As a result, he ends up rating the employee either too high or too low in other features depending upon his ranking in any one trait which influences other traits. In case, the worker has been absent from work at few times then while evaluating the performance, manager ends up rating him high in other areas which affect his overall ranking.
PRIMARY OR FIRST IMPRESSION EFFECT
As the name suggests, this affect arises when the manager forms an overall impression about the individual he is evaluating for performance based on one particular feature of the individual defined by him. As a result, the performance evaluation gets affected because it doesn’t provide a proper base for evaluating the performance.
TOO MUCH OF LENIENCE OR STIFFNESS
It is quite natural to rate people on your own standards or values or our own mental makeup when we are evaluating. When managers are evaluating the performance of employees at the time of appraisal, they either rank them too strictly or too casually. It is natural for some supervisors to rank people high and some rank people with stiffness. This is so because the former kinds of people prefer taking the line of least resistance and the latter are very particular with rating and hence take assessment too seriously because of which they end up being extra strict. When supervisors rank individuals casually then the system becomes ineffective because there is no differentiation between those who perform well and those who perform average as everyone is enjoying high ranks.
HORN EFFECT
In this kind of performance bias, managers evaluate employee’s performance based on any one negative quality or the feature that they have perceived in their minds. Due to this, they end up giving a lower rank to the individual without taking into consideration other points which are actually related to the performance.
PERSONAL BIASES
This is yet another very common bias which is quite natural to happen. The way the supervisor feels about every person who works under him will always influence the appraisal. If he dislikes someone then obviously he is going to rank him negatively and vice versa. There can be various reasons for personal biases to occur. It can happen as a result of feedback from other employees, social background or family culture of that particular person.
RECECY EFFECT
In this bias, the individual is evaluated on the basis of his recent behavior or performance. The manager ends up forgetting his overall performance during a particular period and just keeping his recent behavior in picture while evaluating him which often leads to wrong ratings.
SPILLOVER EFFECT
In such a bias, supervisors tend to evaluate the present performance of an employee based on his past performance. For instance, if the person has not been a good performer then it is presumed to be a bad performer in the present times and vice versa.
CENTRAL TENDENCY
In this kind of bias, while evaluating and analyzing the performance, appraisers end up rating all the individuals as average performers. They neither rate anyone too positive nor too negative; rather they maintain a central tendency. This again hampers the evaluation process as there is not much difference between an average performer and an excellent performer.
All these performance appraisal biases interfere with the process and distort the results.
Categories: Others Tags: Appraisal, Performance Appraisal
Appraisal Form For Sales Manager
I have attached Appraisal Form For Sales Manager in word format.
Performance Evaluation Form
Department : Marketing
Department : Sales Manager
Review Period : 01/01/04 to 30/11/04
Employee Name :
Designation : Date of Joining :
Qualification : Location :
Date of Birth : Employment Status : Probationary/Confirmed
Part A:
Please assess your performance in the following areas in terms of your current role requirements based on the ratings,
Exceeds Expectations – (4)
Meets Expectations – (3)
Meets Minimal Requirements – (2)
Unable to meet Requirements – (1)
Rating Factors |
Self Appraisal Rating |
Supervisor’s Appraisal Rating |
Justification |
Personal Traits |
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V – Versatility |
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I – Interaction with1. Superiors
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| B – Building Company image/business | |||
H – Honesty |
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| A – Accountability | |||
Job Competency |
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7. Meeting targets within deadlines |
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11. Product knowledge |
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12. Market knowledge |
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14. New market survey and analysis |
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15. Analysing sales promotional activities |
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16. Forecasting the sales |
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17. Monitoring of stock transfers and sales returns |
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18. Monitoring of security deposits |
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19. Quality awareness in lot wise dispatches |
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21. Economy in use of Company resources |
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22. Maintenance of vehicle if provided |
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General Attitude |
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4. Communication skills |
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Part B:
1) Please list the major responsibilities of your job in order of importance.
2) What do you consider to be the most important achievements of your career this year?
3) Please list the major problems you have solved in the review period.
4) Please specify the Appreciation(s) (if any) you received from the Management in the review period.
5) Please state the Additional activities you have involved related to your job in the review period.
6) What additional responsibilities you would like to take in the next year?
7) What motivates you,
a) Increment e) Recognition
b) Secure Employment f) Creative and Challenging work
c) Designation g) Role Expansion
d) Promotion h) Training and Development
8) Have you acquired any other qualification in this year, if so please specify.
9) What elements of your job interest you the most and why?
10) What elements of your job do you find most difficult and why?
11) Is there any Grievance that you wish to bring to the notice of the Management? (Please do not hesitate, if genuine, the same will be looked into)
12) Your goal in the Organization in near future.
By 2005 2006 2007
Designation
Salary
13) What sort of training/experience would benefit you in the next year?
14) Please specify the problems (if any) beyond your control, which have affected your ability and efficiency.
15) Briefly specify the Strength and Weakness of Vibha in your Department.
16) Prospects of growth of Vibha in the Seed Industry as per your perception.
a) Excellent
b) Good
c) No Scope
17) Your Comments concerning this appraisal. (Optional)
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Employee Signature
Date:
Functional Head Comments:
Name :
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Appraiser Signature
Date:
Management Comments:
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Signature
Date:
Click Here To Download Appraisal Form For Sales Manager
Helpful Phrases for Performance Appraisals
Often we see many senior executives groping for ideas and searching for effective words during a Performance Review Process. I am sure many will find ‘phrases.pdf’ to be a handy reference guide.
Helpful Phrases
Accuracy
Achievement
Administration
– Develops realistic tolerance levels
– Keeps accurate records
– Provides explicit documentations
– Focuses on results
– Achieves optimal outcomes
– Exceeds the norm
– Establishes effective systems for record retention
– Capably manages records retention program giving proper attention to legal, tax and operational concerns
Is highly skilled in electronic records management
– Avoids burdening management with administrative details
Analytical Skills
Coaching and Counseling
Communication Skills
– Excels in tedious research
– Applies sound analytical thinking
– Is very methodical in solving problems
– Is highly respected by employees for sharing concerns, problems and opportunities
– Lends support and guidance to employees
– Gives helpful guidance to employees
Assists employees in career assessment
– Excels in effective and positive communications
– Keeps meetings action-oriented
– Asks penetrating questions
– Is an empathetic listener
– Effectively communicates with co-workers
Competency
Computer Skills
Cooperation
– Focuses on core competencies
– Demonstrates strong personal effectiveness
– Attends seminars and workshops to improve personal competence
– Keeps alert to new computer hardware
– Keeps abreast of new software applications
– Makes effective use of on-line resources
– Is extremely cooperative with associates
– Builds cooperation
– Promotes productive cooperation
– Displays a harmonious and cooperative spirit
Cost Management
Creativity
Decision Making
– Controls expenses without lowering accomplishments
– Displays sound judgment in managing and controlling expenses
– Effectively commits resources of staff, founds and time
– Successfully develops creative strategies
– Welcomes ideas from subordinates
– Is receptive to new ideas
– Is willing to change
– Excels in nurturing new ideas
– Understands “ambiguity and change” and how these critical concepts impact the organization
– Makes decisions with confidence
– Concentrates on developing solutions
– Encourages decision making at lowest possible level
Delegating
Dependability
Development
– Provides subordinates with the resources needed to accomplish results
– Encourages subordinates to solve their own problems
– Creates a high degree of trust with subordinates
– Fully accepts all responsibilities and meets deadlines
– Can be relied upon to accomplish the best possible results
– Generates greater success in highly complex situations
– Is eager to participate in professional development programs
– Displays an ability to turn weaknesses into strengths
– Encourages employees to become promotable
Environmental, Safety and Security
Evaluation Skills
Goals and Objectives
– Closely follows all safety regulations
– Excels in accident prevention management
– Adheres to all security policies
– Accurately assesses potential
– Rates on the basis of performance and not personality
– Effectively rates job performance
– Effectively communicates objectives
– Sets compelling personal goals
– Keeps employees focused on achieving goals
and not the individual
– Carefully limits all evaluations to on-the-job performance
– Understands accomplishments, strengths and weaknesses of employees
Improvement
Initiative
Innovation
– Is continuously planning for improvement
– Promotes improvement-oriented ideas
– Uses constructive criticism to improve performance
– Establishes goals for improvement of performance targets
– Displays improved potential for advancement
– Explores new opportunities
– Requires minimum supervision
– Extremely active and eager to try new approaches
– Excels in developing innovative and creative solutions
– Seeks continuous innovation
– Excels in innovative thinking
Interpersonal Skills
Judgment
Knowledge
– Excels in effective human relations
– Recognizes the needs of others
– Excels in obtaining enthusiastic commitments
– Develops positive working relationships
– Promotes harmony among associates
– Promotes participative approaches
– Excels in making appropriate judgments
– Can be trusted to use good judgment
– Exercises sound judgment on behalf of others
– Clearly understands purposes, objectives, practices and procedures of department
– Demonstrates a strong, functional knowledge
– Keeps well informed on business, political and social issues
Leadership
Learning Ability
Loyalty and Dedication
– Is able to quickly gain the support of others
– Inspires confidence and respect
– Leads with authority and respect
– Shows appreciation for contributions and achievements
– Promotes harmony and teamwork
– Is eager to enhance skill levels
– Benefits from all learning situations
– Is committed to continuous learning
– Is continuously learning through educational and professional improvement programs
– Takes pride in job
– Is highly devoted to achieving objectives
– Displays a high degree of honesty, loyalty and integrity
Management Ability
Maturity
Mental Skills
– Effectively uses contemporary management concepts / ideas
– Encourages participative management
– Is a powerful asset to the organization
– Identifies major management problems
– Is a polished and effective executive
– Avoids managing by crisis
– Recognizes the differences between managing and doing
– Effectively manages change
– Copes constructively with emotions
– Avoids overreacting
– Keeps anger undr control
e- Confronts reality
– Uses common sense to reach workable conclusions
– Displays imaginative thinking
– Excels in heuristic thinking
– Thinks futuristically
Motivation
Negotiating Skills
Oral Expression
– Displays strong achievement drive
– Is realistically enthusiastic
– Accentuates the positive
– Displays energy and vitality in performing daily responsibilities
– Views problems as opportunities
Is results/outcomes oriented
– Excels in negotiating fair resolutions
– Is a key facilitator
– Reconciles differences without creating resentment
– Handles confrontations with tact
– Excels in impromptu speaking situations
– Communicates with ease and a natural style
– Speaks with enthusiasm and confidence
Organizing
Personal Qualities
Persuasiveness
– Makes the most of organizational energy and potential
– Demonstrates a systematic approach in carrying out assignments
– Exerts a positive influence on the organizational climate
– Has a calm, even temperament
– Is sincere
– Possesses all traits associated with excellence
– Persuades with tact
– Writes with persuasion
– Persuades without antagonizing
Planning
Potential
Presentation Skills
– Effectively plans work schedules to balance peak and slack periods
– Keeps comfortably ahead of work schedule
– Excels in developing tactical action plans
– Is very skilled in turning theory into action plans
– Plans for the unexpected
– Focuses on the future
– Displays high management potential
– Is capable of assuming greater challenges
– Displays a high energy potential
– Is enhancing growth potential through additional education and training
– Delivers presentations with enthusiasm and energy
– Is able to present dry and technical information
– Continuously strives to improve presentation skills
Prioritizing
Problem Solving
Productivity
– Excels in eliminating unproductive activities
– Recognizes the need to concentrate on people rather than tasks
– Is able to distinguish between crucial and trivial
– Sees the big picture
– Places organizational needs ahead of personal convenience
– Displays a practical approach to solving problems
– Effectively solves problems rather than symptoms
– Works well with others in solving problems
– Demonstrates consistently distinguished performance
– Is an abundant producer
– Sustains a high achievement level
Professionalism
Project Management
Quality
– Continuously seeks to broaden professional horizons
– Develops the skills needed to maintain the highest standards of professional excellence
– Develops enduring professional relationships
– Projects poise and authority
– Writing reflects a polished professional appearance
– Clearly establishes project goals and objectives
– Keeps management fully informed of a project’s progress
– Is able to keep programs and projects running smoothly
– Is fully committed to quality assurance
– Excels in detecting flaws or imperfections
– Strives for state-of-the-art perfection
Resourcefulness
Responsibility
Stress
– Effectively matches goals to resources
– Effectively assesses employee resources, strengths and competences
– Makes optimum use of department resources
– Effectively uses all information sources
– Accepts full responsibility for results
– Continues to seek and accept responsibility
– Seizes responsibility without causing seizures in either subordinates or himself/herself
– Eagerly seeks formidable challenges
– Successfully handles multiple demands from superiors and subordinates
– Copes effectively with pressures and tensions
– Maintains coolness despite annoyances
– Works effectively in high pressure situations
– Keeps calm and professional under the toughest circumstances
– Handles crises with composure
– Recognizes stress-related problems
– Recognizes the importance of sound physical and mental health for top performance
Supervisory Skills
Tact and Diplomacy
Team Skills
– Effectively motivates subordinates to exert the effort necessary to attain organizational goals
– Brings out the best in employees
– Makes certain that employees have a clear understanding of their responsibilities
– Makes maximum use of personnel and equipment
– Keeps employees challenged through job enrichment
– Develops a climate providing motivation, participation and opportunities for employee initiative
– Promotes a comfortable, friendly organizational atmosphere
– Avoids over-supervising
– Capably manages diverse personalities
– Supervises firmly and fairly
– Disciplines without causing resentment
– Is skilled in conflict resolution
– Applies all rules and regulations fairly
– Copes effectively with misunderstandings
– Handles sensitive situations with confidence
– Is very tactful when facing confrontation
– Displays trust and mutual understanding
– Conveys sincere appreciation at every opportunity
– Capitalizes on the talents of all team members
– Makes maximum use of the diverse talents of team members
– Is a strong team builder
– Excels in developing harmony and greater productivity
Technical Skills
Time Management
Versatility
– Builds a strong sense of technical teamwork and purpose
– Effectively blends management skills with technical expertise
– Keeps informed of new technologies in office automation
– Avoids becoming involved in endless details
– Makes effective use of supervisors’ time and resources
– Works smarter, not harder
– Doesn’t “major in the minors”
– Has the ability to perform a wide range of assignments
– Is very capable of handling a multitude of situations
– Is able to provide broad organizational support in many areas
– Is intrinsically comfortable with ambiguity and change
Vision
Writing Ability
– Develops vision statements that reflect realistic solutions
– Displays visionary leadership skills
– Displays long-range/long-term vision
– Develops strategic vision
– Excels in visionary strategies
– Writes in a positive manner to reflect favorably upon the organization
– Possesses a large vocabulary
– Is highly skilled in preparing reports and proposals
Categories: HR Tags: Appraisals., Performance, Phrases For
Employee Performance Evaluation Sheet
Herewith i have attach Employee Performance Evaluation sheet which may be helpful. Further you can add your points and criteria as per your companies requirement to evaluate employee performance.
| Performance Measurement Sheet | |||
| Job Title/Designation: | Administration and HR – Executive | Division/Department | Hr/Admin |
| Salary Grade/Band: | G3 | Manager Name | UMR & JKS & SSG |
| Name of Employee | Joining Date | 14/09/09 | |
| Department | Review Period | 2009-10 | |
| Purpose of Appraisal | Annual evaluation of current employees during the last 6 months | ||
| Scoring System | |||
| Attribute | Score | ||
| Outstanding | 5 | ||
| Exceeds Requirements | 4 | ||
| Meets Requirements | 3 | ||
| Need Improvement | 2 | ||
| Unsatisfactory | 1 | ||
| PART I | |||
| FUNCTIONAL / JOB RELATED SKILLS | Max. Marks = 50 | ||
| CRITERION | SCORE | SUB-TOTAL | |
| Quality of Work | 11 | ||
| Accuracy, neatness and timeliness of work | 4 | ||
| Adherence to duties and procedures in Job Description and Work Instructions | 4 | ||
| Synchronization with organizations/functional goals | 3 | ||
| Work Habits | 17 | ||
| Punctuality to workplace | 4 | ||
| Attendance | 4 | ||
| Doest the employee stay busy, look for things to do, takes initiatives at workplace | 5 | ||
| Submits reports on time and meets deadlines | 4 | ||
| Job Knowledge | 10 | ||
| Skill and ability to perform job satisfactorily | 3 | ||
| Shown interest in learning and improving | 4 | ||
| Problem solving ability | 3 | ||
| TOTAL | 38 | ||
| Additional Comments | |||
| PART II | |||
| INTERPERSONAL SKILLS | Max. Marks = 25 | ||
| CRITERION | SCORE | SUB-TOTAL | |
| Interpersonal relations/ behaviour | 17 | ||
| Responds and contributes to team efforts | 3 | ||
| Responds positively to suggestions and instructions and criticism | 4 | ||
| Keeps supervisor informed of all details | 3 | ||
| Adapts well to changing circumstances | 3 | ||
| Seeks feedback to improve | 4 | ||
| TOTAL | 17 | ||
| Additional Comments | |||
| PART III | |||
| LEADERSHIP | Max. Marks = 25 | ||
| CRITERION | SCORE | SUB-TOTAL | |
| Leadership | 19 | ||
| Aspirant to climb up the ladder, accepts challenges, new responsibilities and roles | 8 | ||
| Innovative thinking – contribution to organizations and functions and personal growth | 7 | ||
| Work motivation | 4 | ||
| TOTAL | 19 | ||
| Additional Comments | |||
| Total Overall Score : (Out of 100 points) | 74 | ||
| OVERALL PROGRESS | |||
| Employee performance and learning is unsatisfactory and is failing to improve at a satisfactory rate | |||
| Employee performance and learning is acceptable and is improving at a satisfactory rate | |||
| Employee has successfully demonstrated outstanding overall performance | |||
| Additional Comments | |||
| RECOMMENDATIONS | |||
| Next Review Date | |||
| FINAL COMMENTS | |||
| Evaluator’s Name: | |||
| Signature: | |||
| Date: | |||
| Director’s Name: | |||
| Signature: | |||
| Date: | |||
Click Here To Download Appraisal or Evaluation Sheet
Categories: HR Tags: Appraisal, Evaluation, or, Sheet
Performance Appraisal Form
I have Attached Performance Appraisal Form
Performance Appraisal
| Name of Appraisee: Appraisal Date: DOJ:
Designation: Emp Id: Team: Appraiser’s Name: Designation: |
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| Period covered for this appraisal | From: | To: |
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Poor 1 |
Satisfactory 2 |
Good 3 |
Very Good 4 |
*Note: Ratings can be given according to the above mentioned assessment scale and N/A can be mentioned wherever it is required.
SECTION-A (Performance) {Weightage-60%}
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S. No |
Rating Factors |
Self Ass. |
Ass. RO |
Comments(Optional) | |||
| A. Approach to work: | |||||||
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Follows instructions |
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Accepts constructive criticism |
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Flexible & adaptable |
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| B. Technical skills: | |||||||
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Job knowledge & Application of skills |
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Follows Procedures & Standards |
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Learning New Skills |
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| C. Quality of work: | |||||||
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Accuracy |
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Consistency |
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Follow-through and Follow-up |
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| D. Handling targets and dead lines: | |||||||
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Completion of work on-time |
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11 |
Ability to work under pressure |
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| E. Communication skills: | |||||||
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Oral & written expression |
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13 |
Speaking in English |
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Shares information/knowledge willingly |
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15 |
Reporting |
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SECTION-B (Behaviour) {Weightage-20%}
| F. Interpersonal skills: | ||||||
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Relationship with colleagues |
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Cooperation |
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Coordination |
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Team work |
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Problem-solving |
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| G. Willingness to learn and develop skills: | ||||||
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Seeks training and development |
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Open to ideas |
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H. Personality: |
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Enthusiastic, Fair and mature |
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Trustworthy |
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Health |
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SECTION-C (Attendance) {Weightage-20% should be given 10% each}
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Attendance * |
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Punctuality ** |
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**For less than 80% in punctuality, appraisee must have been served a warning letter.
* Attendance % will decide the category
Total Percentage =
OVERALL ASSESSMENT
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Category – 1 |
0% – 39% |
NOT ACCEPTABLE– Will be asked to leave |
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Category – 2 |
40% – 59% |
ACCEPTABLE-Increment not recommended |
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Category – 3 |
60% – 79% |
IMPROVEMENT NEEDED Shall be under observation for 2more months. After which he/she may fall in Category – 1/2or Category – 4 based on their performance |
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Category – 4 |
80%-Above |
Recommended for an increment in salary |
| Comments & Action plans for development: |
| Recommendations(Promotion, Increment, Rewards)
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*Appraisee with more than 95% can be recommended for reward.
Appraiser’s Name& Signature Appraiser’s Name &Signature
Recommendation of Departmental Head
Categories: HR Tags: Performance appraisal form
Performance Apprasail Form
I have Attached Performance Apprasail Form
PERFORMANCE PLANNING AND ASSESSMENT
PART – 1
PERSONAL DATA
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Name
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Designation
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Date of Joining
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Grade
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Department
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Qualification
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Additional qualification acquired during the Assessment period
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Total Experience
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Assessment Period
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COMPANY NAME
PART – II
CONTRIBUTION ASSESSMENT
( Self Appraisal to be filled by the Appraise )
| To be filled by the employee | |
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1. Please mention your achievements during the period in relation to objectives. Please be specific.
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2. Mention any contribution from your end outside the normal scope of your job.
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3. Mention any specific factor which adversely affected your performance What can be done to remove then ? How ?
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4. Is there any change that you wish to suggest in your job to improve performance ? Do you require any special training ?
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5. Do you have any specific knowledge skills, qualification which can be made better use of by the Company ?
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6. Grievance, if any of the employee ?
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Over – all rating of contribution :
OUTSTANDING VERY GOOD GOOD SATISFACTORY UNSATISFACTORY
Signature of the Employee
Company name
PART – III
OVER ALL EVALUATIONS
( PLEASE TICK THE APPROPRIATE BOX )
1. PERFORMANCE EVALUATION
RATING : 5 – Outstanding : 4 – Very Good : 3 – Good : 2 – Satisfactory : 1 – Unsatisfactory
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Score Grade
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| 90 to 100 o Outstanding
70 to 89 o Very Good
50 to 69 o Good
30 to 49 o Satisfactory
Up to 29 o Unsatisfactory
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II. ASSESSMENT FOR CONFIRMATION OF PROBATION
( Please don’t fill this if already confirmed )
( Appraisee should score
a minimum of 50 points)
CAN BE CONFIRMED CANNOT BE CONFIRMED
( Explain Reasons)
Remarks/ Recommendations by the Appraiser.
Signature of the Appraiser
Remarks by the Reviewing Officer :
Signature of the Reviewing Officer
PART – IV
( To be filled in by the Appraiser and discussed with the Appraisee)
1. List the Strengths and Weaknesses of the employee.
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Strengths
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Weaknesses |
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2. Grievances of the employee if any, (eg. working condition, responsibility, authority, pay promotion, etc) suggested measure for resolving the grievances.
3. What additional training experience does he require to enhance his development ?
4. What is his growth potential ? ( Give your suggestion)
5. Other Recommendations :
Signature of the Appraiser
Comments by Reviewing Officer
Signature of the Reviewing officer
Date :
PART – III
( To be filled by the appraiser and discussed with the appraisee)
RATING : 5 – Outstanding : 4 – Very Good : 3 Good : 2 – Satisfactory : 1 – Unsatisfactory
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FACTORS | Rating
———————– 5 4 3 2 1 Outstanding – Unsatisfactory |
Weight age |
Rating
Weight age = Point scored |
| 1 | PROFESSIONAL KNOWLEDGE AND ABILITY :
Possession of professional knowledge and skills and its updating ability in applying professional knowledge to carryout tasks. |
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| 2 | PLANNING AND ORGANISING :
Planning ahead : setting priorities understanding objectives and developing realistic and workable plans : developing work teams: distributing and assigning work properly.
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| 3 | DECISION MAKING :
Ability to grasp problems : critically examine alternative courses of action : take timely and sound decision : willingness to take decisions and display foresight.
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| 4 | LEADERSHIP :
Ability to motivate others : sensitivity to needs and problems of others: acceptance by the group.
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| 5 | JOB RESPONSIBILITY :
Meeting targets : shouldering responsibility: understanding allow phase of work : extent of follow- up required.
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| 6 | QUALITY OF WORK :
Thoroughness accuracy : clarity and general excellence of output : extent of work free from errors, consistency of output, systematic nature of work. |
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| 7 | INITIATIVE AND POSITIVE ATTITUDE :
ability to recognize opportunity and act, willingness to assume responsibility and carryout tasks without outside guidance.
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| 8 | INNOVATIVE THINKING :
Generation of ideas: grasping problems and evolving relevant solutions. |
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| 9 | COMMUNICATION(WRITTEN
& ORAL) Skill to give and receive instruction accurately, ability to present issues lucidly sharing information with all concerned. |
2 |
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| 10 | INTERPERSONAL RELATIONS:
Consider the degree of co-operation with colleagues, subordinates and seniors and his adaptability to new situations. |
1 |
||
| 11 | COST CONSCIOUSNESS :
Efforts towards optimum utilization of available resources and elimination of waste. |
1 |
||
| 12 | ABILITY TO DEVELOP
SUBORDINATES : Sensitively to develop mental needs of subordinates : ability to provide professional guidance to produce group results.
|
2 |
||
| TOTAL |
Categories: HR Tags: Apprasail, Form, Performance
Roles of Job Performance Appraisal
The roles of job performance appraisal
The roles of performance appraisal in HR management include ones as follows:
1. General appraisal
Appraising the job performance of staff provides basic information, based on which, new businesses can make decisions about promotion and salaries of employees.
2. In work review and improvement
Help HR officers and other employees have the opportunity to review the quality of work – related need for an employee. Most employees are keen to know the comments and evaluations of directors and leaders on their job performance. Assess the job performance of employees and provide this information to employees.
3. In career plan
Help HR officers and the staff make their plans to adjust the errors in their job performance.
Categories: Compensation and Benefits, Performance management Tags: Roles
Objectives and Policies of Performance Appraisal
Objectives and policies of performance appraisal
1. Objectives of performance appraisal
• Improve performance effectiveness and feedbacks: the whole company.
• Plan human resources: promotion, especially in management, overtaking.
• Recruitment and selection: Score tabulation allows forecasting employee’s work accomplishment possibility and measuring the effectiveness of tests.
• Development of human resources: Show the demand for training, education and development; identify employee’s imperfections to be corrected.
• Career plan and development: Identify employee’s potential imperfections; help them to carry out the plan.
• Salary and treatment: Decision of salary increase, bonus increase.
• Inferior personnel tie: Promotion, reduction in grade, contract termination, work suspension, transfer.
• Employee potential appraisal: Based on employees’ work accomplishment, examine past activities to forecast future performance. Common mistake is made when one of high professional capacity is promoted lacking leading capacity. The evaluated object needs to be specified so that an objective appraisal is guaranteed.
2. Policies of performance appraisal
Specify in handbook or publicize at meetings. Managers must bring these in their minds.
• Maintaining encouragement of outstanding achievements.
• Maintaining leading quality improvement, bonus increase for those of good performance.
• Creating favorable conditions for employees to get involved in management decisions.
• Encourage employees’ integration and involvement in company’s structure and goals.
• Creating opportunities for employees to excel, demonstrate talent and potential.
• Managers support their employees, labor force.
• No breach of state laws and company’s disciplines, no bias.
Click Here To Download Objectives and Policies of Performance Appraisal
Categories: Compensation and Benefits, Performance management Tags: Policies
Performance Appraisal Form
Performance appraisal form
I/ RATING SCALES OF PERFORMANCE APPRAISAL FORM:
We can use scales as follows for this performance appraisal form.
1. Unsatisfactory: Major improvements needed.
2. Needs Improvement: Less than Satisfactory, could be doing better.
3. Meets Expectations: Performing duties as directed with minimal Supervision.
4. Excellent: Performing all duties in a cost-effective manner with positive, measurable results.
5. Outstanding: Performing at a level above and beyond the duties of the current position’s requirements.
II/ CONTENTS OF PERFORMANCE APPRAISAL FORM:
1. Quality of work
• Consider accuracy, thoroughness, effectiveness.
• Pressure, ability to meet standards of quality.
• Use of time and volume of work accomplished.
• Work output matches the expectations established.
2. Quantity of work
• Competence, thoroughness, and efficiency of work regardless of volume.
• Neatness and accuracy.
3. Teamwork:
• Establish and maintain effective working relationship with others.
• Shares information and resources with others
• Follows instructions of supervisor and respond to requests from others in the team in a helpful manner.
• Contributing work and effort to group performance to meet agreed upon objectives and achieve team success
4. Job knowledge
• Application of appropriate level of technical and procedural knowledge in specific field
• Degree of technical competence
• Understanding of job procedures, methods, facts and information related to assignments.
• Perform duties with minimal supervision but seek guidance where and when appropriate to the job, consults the appropriate staff
5. Initiative
• Consider the extent to which the employee sets own constructive work practice and recommends and creates own procedures.
• Self-starter, develop and implement new methods, procedures, solutions, concepts, designs and/or applications of existing designs or procedures.
• Accepts additional challenges and responsibilities and willingly assist others, self-reliant.
• Completes assignment on time.
6. Interpersonal relations
• Consider the extent to which the employee is cooperative, considerate, and tactful in dealing with supervisors, subordinates, peers, faculty, students and others.
7. Health and safety compliance
• The degree to which he or she complies with or over sees the compliance with university safety rules.
• The following are also to be completed for supervisory personnel and members of the administrative staff.
8. Communications abilities
Performance appraisal of communications include elements as:
• Ability to listen and understand information;
• Presents information in a clear and concise manner.
• Knows appropriate way of communicating with immediate superiors and the management
• Demonstrates respect for all individuals in all forms of communication
• Regardless of their background or culture;
9. Planning and organizing :
• Adapting to changes and using resources effectively;
• Maintains confidentiality as appropriate.
• Setting objectives, establishing priorities, developing plans ;
• Arranging work schedules and prioritizing work to meet deadlines.
• Know when to ask for clarification before proceeding on a work project.
10. Problem analysis and decision making
• Anticipating problems and facilitate problem resolution.
• Willingness to make necessary and immediate decisions given incomplete information.
• Understanding practical and workable solutions.
• Recognizing when a decision is necessary, asking for input, making decisions and providing information and feedback in a timely manner.
11. Staff development
• The extent to which the individual provides guidance and opportunities to his or her staff for their development and advancement in the university.
12. Dependability
Performance appraisal of dependability include elements as:
• Starts work at appropriate time.
• Respects time allowed for breaks and lunch.
• Follows policies for requesting and reporting time off.
• Helps ensure work duties are covered when absent.
• Consider the extent to which the employee completes assignments on time and carries out instructions.
• Employee’s presence can be relied upon for planning purposes.
• Attendance and punctuality meets supervisor’s requirements.
Categories: Compensation and Benefits, Performance management Tags: Performance appraisal form
Roles of Job Performance Appraisal
The Roles of Job Performance Appraisal
The roles of performance appraisal in HR management include ones as follows:
1. General appraisal
Appraising the job performance of staff provides basic information, based on which, new businesses can make decisions about promotion and salaries of employees.
2. In work review and improvement
Help HR officers and other employees have the opportunity to review the quality of work – related need for an employee. Most employees are keen to know the comments and evaluations of directors and leaders on their job performance. Assess the job performance of employees and provide this information to employees.
3. In career plan
Help HR officers and the staff make their plans to adjust the errors in their job performance.
Click Here To Download Roles of Job Performance Appraisal
Other Related Letter Format
Notice to Employees of Bonus Cancellation
Poor Performance Warning Letter Format
Salary Increment Letter Based on Performance
Letter of Recommendation for Performance Bonus
Categories: Appraisal Overview, Compensation and Benefits, Performance management Tags: Roles