Assistant Manager Training KRA
Function: To monitor, review, plan, control and document account training activities and improve effectiveness. Leads training development and delivery activities of the account and interacts with client contacts for all training related activities.
Responsibilities: Evaluate/Analyze and identify training needs to meet account/program objectives
Designing and developing the training programs.
Planning and assessment of training programs.
Provide timely feedback on all account training and instructional design to the trainers. Review and monitor all account training activities by trainers.
Participate in reviewing the training SOPs and updating the same.
Review existing New Hire Certification/re-certification/quizzing processes frequently and measure effectiveness.
Monitor and control all account related training activities (planning and execution) in the site by the trainers.
Responsible for an assessment of client training requests and implementation.
Drive design, development and delivery of all ongoing, new-hire, re-training, and other programs and allocating resources required for the same.
Research and experiment of new processes/systems to improve training function.
Training Feedback Analysis for continual improvement in training function.
Develop and deliver training on account issues/areas recommended by the Client in e-mails/conference calls.
To participate in all relevant client calls and take the learning’s forward in training module development.
Analyze customer satisfaction reports and quality reports periodically with to identify the training needs.
Search Sample Formats:
I have attached a good template of Performance Appraisal.
Search Sample Formats:
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.
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.
Notes in performance appraisal
1. General rule
Generally, the staff will improve their way of work before performance appraisal and this will be recorded in the appraisal. However, business should pay attention to that in the annual appraisal and appraise the whole process. The staff’s working behavior will returned to their original status after performance appraisal is completed.
2. Concession in performance appraisal
Remember that concession in performance appraisal results in many troublesome problems. The concession will offer the employees a highly appreciated result for mediocre work and they will be rewarded. However, the same results will continue in their work because they are not assessed at their true worth, not recommended improvement.
3. Overlooking mistake
Overlooking mistake will also make mental troubles. The good staffs have less motivation to work because there no difference between their rewards and that of bad staffs. Lack of strictness leads to concession. Once a high standard is sustained, the appraisal accurately reflects the work of staff. The over-rigorous assessment reduces the employee’s working motivation and makes them disappointed. They think that whatever they do, they also have not got fit reward.
4. Consolidation of employee’s attitude
The consolidation of employee’s attitude focuses on the impact of working behavior. The manager plays a key role in strengthening the staff’s current attitude and proving new working behavior.
Purpose of performance appraisal include elements as follows:
1. Career Development
• This provides an opportunity for discussion of career objectives, and creation of a strategy designed to maximize career potential.
• To provide an opportunity for career counseling
• To help in succession planning.
• To assess training needs
• To plan for career development
• To assess and develop individual abilities
• To provide an objective basis on which to base decisions about training and promotion
• As well, feedback is encouraged in both directions: as such, employees are encouraged to prepare ratings of their supervisors.
• To provide constructive feedback to the individual regarding how their performance is seen.
• This provides a structured format for the discussion of performance issues
• on a regular basis.
• Feedback either reinforces performance strengths, or provides the opportunity to discuss resolution of performance deficiencies.
3. Administrative Uses of Performance appraisal
• Recognition of performance
• Identification of poor performers
4. Performance History
• This provides a performance history which is not dependent upon human memory, and which may be useful in the full range of personnel decisions, including compensation decision-making.
• To review past and present performance, identifying strengths and weaknesses.
5. Organizational Goals
• To clarify, for the individual, organizational expectations
• This provides an opportunity to view one’s performance in the context of broader organizational goals.
• To assess future promotion prospects and potential
• To set objectives for the next period
6. Job Standards
This provides an opportunity for clearer articulation and definition of performance expectations.
7. Documentation use of of Performance appraisal
• Documentation for HR decisions
• Helping to meet legal requirements.
What is performance appraisal?
1. Definition of Performance appraisal of Wikipedia
Performance appraisal, also known as employee appraisal, is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). Performance appraisal is a part of career development.
2. Definition of Performance appraisal of Washington University:
Any system of determining how well an individual employee has performed during a period of time, frequently used as a basis for determining merit increases.
3. Definition of personalpsychologie.com
In personnel psychology, this term is used for the evaluation of the performance of an employee or a group measuring their contributions to the goals of the organization by reference to traits, behavior and results.
PERFORMANCE APPRAISAL PROCESS / PROCEDURE
I / PURPOSE OF PROCEDURE:
• Provide an opportunity for the manager and his/her supervisor to set mutual objectives.
• Provide a fair and effective means for making personnel decisions.
• Recognize the importance of the manager’s contribution to institutional success.
• Provide a forum for open discussion of the manager’s individual strengths and for the identification of areas where improvement is needed.
• Improve the performance of the manager and, consequently, of the unit administered.
• Enhance the credibility of the management process, including the process by which decisions are made, in the eyes of those affected by the process.
II / SCOPE OF PROCEDURE:
• Apply for the evaluation of the entire company.
III / DEFINITIONS:
IV / CONTENTS OF PROCEDURE:
1. Identify performance criteria:
• The number of appraisal criteria for each position is from 3 – 10 criteria.
• The standards set should be clear, easily understandable and in measurable terms
• The appraisal criteria can be changed but must be the authority for approval and must be implemented for the relevant level before applying.
• HR department and managers/ supervisor will set up weight of each criteria and must be approved directors.
2. Communicating performance criteria:
• HR department should inform this procedure to all level of management and employees.
• The employees should be informed and the standards should be clearly explained in order to help them understanding their roles and to know what exactly is expected from them.
• Performance criteria should also be communicated to the appraisers or the evaluators and if required.
3. Measuring performance
HR dept should prepare all materials, notes agreed tasks and records of performance, achievements, incidents, reports etc – anything pertaining to performance and achievement.
Inform the appraisee:
• To ensure the appraisee is informed of a suitable time and place and clarify purpose and type of appraisal.
• Give the appraisee the chance to assemble data and relevant performance and achievement records and materials.
Review and measure
HR dept and managers / supervisors review the activities, tasks, objectives and achievements one by one, keeping to distinct separate items one by one.
Agree an action plan
• An overall plan should be agreed with the appraisee, which should take account of the job responsibilities and review strengths and weaknesses.
• The plan can be staged if necessary with short, medium and long term aspects, but importantly it must be agreed and realistic.
4. Comparing with desired criteria
• The actual performance is compared with the desired or performance criteria.
• The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance.
5. Discussing results
The result of the appraisal should be communicated and discussed with the employees.
• The feedback should be given with a positive attitude as this can have an effect on the employees’ future performance.
• The purpose of the meeting should be to solve the problems faced and motivate the employees to perform better.
• The results, the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus.
Manager appraisal form
I / MANAGER INFORMATION:
• Job Title
• Date of Last Review
• Appraiser Name
II/ PERFORMANCE ACHIEVEMENT
• You should design table with columns as No, agreed objectives, weight, result, total score.
• This table is used for objective performance.
1. Identify competencies needed for job, for example:
• Technical skills
• Financial skills
• Decision making ability
• Analytical ability / problem solving
• Written communication skills
• Oral communication skills
• Customer focus
• Organizational ability.
• Negotiating skills
2. Rating scales can be:
• 1 = Exceptional
• 2 – Strong
• 3 = Fully Competent
• 4 = Continued Development
• 5 = Poor
• N = Not Applicable
IV/ MANAGEMENT SKILLS
1. Staff Development/ Mentoring
2. Influencing Skills
3. Analytical/Conceptual Thinking
4. Ability to Lead a Team
5. Using Business Acumen
6. Coaching skill etc
1. Strengths (examples of where individual has excelled).
2. Developmental needs (areas that need strengthening, additional experience/exposure).
VI/ OVERALL RATING
1. Rating scales
• Fully Competent
• Continued Development
• New to Position
2. Definition of each element:
• Fully Competent (solid performance). Consistently meets expectations. Two-thirds of your employees should fall within this category.
• Continued Development. Needs development in current position. Overall performance is somewhat lower than expected for the current position.
• Poor (unsatisfactory performance). Performance is clearly below what is expected at current position/level.
• Exceptional (clearly outstanding performance). Performance falls within top 5 – 10 % of employees at his/her level.
• Strong (excellent performance). Performance falls within top 15% of the employees at his/her level.
• New to Position. Employee has been in position for less than six (6) months.
VII/ MANAGER COMMENTS
The employee’s signature below indicates that a performance development discussion was conducted on the specified date, but does not necessarily indicate agreement with the content of the session.
Manager / Supervisor Signature Supervisor Signature
Distribution: (1) Copy to HR departmental Personnel File (2) Copy to line manager. (3) Copy to Manager / Supervisor.
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.
• 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
• 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.
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.