EE12 - Conducting Fair Appraisals

CONDUCTING FAIR APPRAISALS

25,000+ delivery hours

2,00,000+ leaders coached

175+ global clients

17+ years of contribution

120+ RoI based interventions

NIKET KARAJAGI Founder Director Certified Coach, MBTI and DISC Practitioner, International Saville Accreditation, Certified in ‘Psychology at Work’ and People Analytics

DEFINITIONS

Performance management

Performance management is the process by which all employees are trained, developed and evaluated to enable them to contribute effectively to the plans and objectives of the organization

Performance appraisal

A process of obtaining, analyzing and recording information about the relative worth of an employee

BALANCED SCORECARD

Assessment

Evaluation

Strategy

Financial

Objectives

Cascade

MISSION VISION

Strategic Map

Organizational Capacity

Task identity

Performance Measure

Initiatives

PROCESS OF PMS

Organization strategic goals charter

Departmental strategic goals charter

Individual KRA sheet

O P E R A T I O N S

Gap and productivity analysis

Quarterly/half yearly performance review and feedback

Training calendar

Training need assessment based on quarterly/half yearly feedback

IDP and consolidated TNA based on IDP

Annual performance appraisal

H R

PERFROMANCE APPRAISAL SYSTEM

Plan

Develop

Review

Performance appraisal process

Perform

Assess

BELL CURVE AND PMS

68%

Monitoring

Leadership conversations

14%

14%

s -1

s +1

2%

2%

s -2

s +2

s +3

s -3

Mean

Exceeds expectation

Room for improvement

Meets expectations

Outstanding

Unacceptable

PROCESS OF APPRAISALS

Establishing performance standards

Communicating performance standards to employees

Measuring actual performance

Comparing actual performance with standards

Discussing appraisal with employees

Taking corrective action

INDIVIDUAL DEVELOPMENT PLAN (IDP)

Short term goals

Long term goals

Development activities needed

Skills and competencies required

Training needs

Detailed development plan

INDIVIDUAL DEVELOPMENT PLAN

Desired competence

Employee career vision

I D P

Organizational framework

Current job requirements

Job rotation envisaged

Current competence

IMPORTANCE OF FEEDBACK

To the team  Increase communication  Higher levels of trust  Better team environment  Supports teamwork  Increased team effectiveness

To the individual  Helps individuals to understand how others perceive them  Uncover blind spots  Quantifiable data on soft skills

To the organization  Reinforce corporate culture by linking survey items to organizational leadership, competencies and company values  Better career development for employees  Promote from within  Improves customer service by involving them  Conduct relevant training

FAST MODEL OF FEEDFORWARD

Fact

Action

FAST

Test

Support

IPR belongs to Atyaasaa

COMPETENCY VS. FUNCTIONAL SKILLS

7

8

9

Black holes

Stunted stars

Stars

4

5

6

Lazy bones

Utility players

Budding stars

1

2

3

Losers

Explorers

Hungry samurais

Medium

Low

High

Functional skills

ERRORS IN APPRAISALS

Contrast effect

The tendency of a rater to evaluate people in comparison with other individuals rather than against the standards set for job

Halo/horn effect

Inappropriate generalizations from one aspect of an individual’s performance to all areas of that person’s performance

Similar-to-me effect

The tendency of individuals to rate people who resemble them higher than they rate others

Central tendency

Inclination to rate people in the middle scale even when their performance warrants clearly a substantially higher or lower rating

ERRORS IN APPRAISALS

Recency effect

The tendency of minor events that have recently happened to have more influence on the rating than major events of many months ago

First impression error Tendency of a rater to form an initial positive or negative perception of an employee and allow that first impression to colour or distort later information Stereotyping The tendency to generalize across groups and ignore individual differences

Focusses not only on results but also on how results are achieved BENEFITS OF A COMPETENCY BASED APPRAISAL SYSTEM

Helps identify and bridge development gaps

Reinforces behaviour that are consistent with the organization’s mission, vision and values

Streamlines and simplifies human resource processes

Can assist as a tool for more effective hiring

Helps formulate transparent promotion guidelines

STAY CONNECTED for our next eternal element on L E A D E R S H I P C ON V E R S AT I ON S

Atyaasaa #501/D-5, Elite Gardens, Aundh Pune - 411007 India Tel: (+91) 20 2589 6445 Website: www.atyaasaa.com

http://www.niketkarajagi.com

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