1. Performance Appraisal
By Pratibha Mishra

2. “Performance is your personality.
Forget everything else”

3. Definition
• Performance Appraisal is the approach to the
management of people using performance,
planned goals and objectives, measurement,
feedback and recognition to motivate people to
realise their maximum potential.
• Performance appraisal involves the setting of
clear quantifiable goals and objectives and
assessing individual performance against these
measures.

4. Is Appraisal Just Carrot
for Employee

5. Objective
Employee
Organization
• Increasing Role Clarity
• Training and Development
• Compensation and
Reward
• Career Planning
• Enhance Corporate Values
• Measure efficiency
• Manage the organizational
control
• Growth and planning
• Increase Harmony and
effectiveness
• Mutual goal of the
employee & organization

6. Stages of Performance Management
System
1st week
2nd week
3rd -4th week
4th week
1st week of
next month

7. Conducting performance Appraisal
Before Appraisal Process
Keep good records
Both praise and criticism are most meaningful when
supported by factual records .
Review Previous
Goals
Use previous goals to evaluate progress
Get input from Other’s
Seek feedback from others who work with the appraise
in areas they will have objective knowledge of and get
examples where available
Prepare Carefully
Prepare in advance so that you can deliver the
message that you intend to
Prepare administrative
details
• Agree on a time - set aside at least one hour. Avoid
postponing the appointment, and give the employee full
attention.
• Select a location - office or conference room is best.
• Ask employee to prepare - ask the employee to
review his/her goals, and come prepared with
questions.

8. Conducting performance Appraisal
During Appraisal Process
Explain the meeting agenda
Outline what is about to happen in session
Encourage communication
•
•
•
•
•
Stay focused
listen
encourage two-way communication
ask for ideas on how they can improve
their performance
ask for how they feel you can help them
ask for feedback on the appraisal section
Keep the session focused on past and future
performance, summaries discussion issues
often to ensure agreement
Communicating shortcomings The employee expects and should know what
he/she needs to improve
Be open
Be versatile and open-minded if you hear
things that cause you to change your opinion

9. Conducting performance Appraisal
During Appraisal Process
Evaluation process
•
•
•
Begin with the positive things that were
well done
Follow this with areas that need
improvement and a plan on how to address
them
Conclude with a reinforcement of your
desire to help the person grow and improve
Making promises
Don’t make promises you do not have control
over (e.g. salary increments, promotions,
transfers etc)
Review goals
Concentrate on a few areas- things that make
a difference. Try to encourage continuation
and growth in the areas of strength. Set up
“smart” goals that will build strength in areas
needing attention

10. Conducting performance Appraisal
Administration
•
After the Appraisal
•
•
Complete the paperwork required for the
results of the appraisal
Make sure the appraisee signs on the
bottom line
Mark the calendar on when your next
appraisal session with the person will be
Follow-up
Follow-up on agreements made during the
appraisal
Learning
Review what you have learnt about the
employee, your records and systems, yourself,
the appraisal process and your management
style

11. Methods of Performance
Appraisal
Individual Evaluation
Methods
•
Multiple Person
Evaluation Methods
Other Methods
11

12. Methods of Performance Appraisal
Individual Evaluation Methods
Confidential report
Essay evaluation
Critical incidents
Checklist
Graphic rating scale
Behaviorally anchored rating scale (BARS)
Forced choice method
Management by Objective (MBO)
12

13. Methods of Performance Appraisal
Multiple Person Evaluation Methods
Ranking
Paired comparison
Forced distribution
13

14. Methods of Performance Appraisal
Other Methods
Group Appraisal
Field review technique
3600 Appraisal System
14

15. Individual Evaluation Methods
Confidential Report
Descriptive report
Prepared at the end of the year
Prepared by the employee’s immediate supervisor
The report highlights the strengths and weaknesses of
employees
Prepared in Government organizations
Does not offer any feedback to the employee
15

16. Individual Evaluation Methods
Essay Evaluation
– The rater is asked to express the strong as well as weak points of
employee’s behavior
– The rater considers the employee’s :
Job knowledge and potential
Understanding of company’s programs, policies, objectives etc
Relation with co-workers and supervisors
Planning, organizing and controlling ability
Attitude and perception
16

17. Individual Evaluation Methods
Critical Incidence
Manager prepares lists of statements of very effective and
ineffective behavior of an employee
These critical incidents represent the outstanding or poor behavior
of the employees
The manager periodically records critical incidents of employee’s
behavior
17

18. Individual Evaluation Methods
Checklist Method
Simple checklist method
Weighted checklist method
Forced choice method
18

19. Checklist Method
Simple Checklist Method
Is employee regular
Y/N
Is employee respected by subordinate Y/N
Is employee helpful
Y/N
Does he follow instruction
Y/N
Does he keep the equipment in order
Y/N
19

20. Checklist Method
Weighted Checklist Method
weights
performance
Regularity
Loyalty
Willing to help
Quality of work
Relationship
rating
(scale 1 to 5 )
0.5
1.5
1.5
1.5
2.0
20

21. Checklist Method
Forced Choice Method
Critera
Rating
1. Regularity on job
Most
Least
•Always Regular
•Inform in advance for delay
•Never Regular
•Remain absent
•Neither regular nor irregular
21

22. Individual Evaluation Methods
Forced Choice Method
This method uses several sets of paired phrases, two of which
may be positive and two negative
The rater is asked to indicate which of the four phrases is the
most and least descriptive of a particular worker
Favorable qualities earn plus credit and unfavorable ones earn
the reverse
22

23. Individual Evaluation Methods
Graphic Rating Scale
A form is used to evaluate the performance of the employees
A variety of traits may be used in this device, the most common
being quality and quantity of work
Easy to understand and use.
Permits statistical tabulation of scores of employees
23

24. Individual Evaluation Methods
Behaviorally Anchored Rating Scale (BARS)
Step 1.
Identify critical incidents
Step 2.
Select performance dimension
Step 3.
Retranslate the incidents
Step 4.
Assign scales to incidents
Step 5.
Develop final instrument
24

25. Individual Evaluation Methods
Management by objectives (MBO)
MBO emphasizes collectively set goals that are tangible, verifiable, and
measurable
Focuses attention on goals rather than on methods
Concentrates on Key Result Areas (KRA)
Systematic and rational technique that allows management to attain
maximum results from available resources by focusing on achievable
goals
25

26. Individual Evaluation Methods
Management by objectives (MBO) - Cont
• Key Element of MBO
Arranging organizational goals in a means-ends chain
Engaging in joint goal setting
 This process has the following steps:
 Identify KRAs
 Define expected results
 Assign specific responsibilities to employees
 Define authority and responsibility relationship
Conducting periodic progress review
Conducting annual performance review
26

27. Multiple Person Evaluation Methods
Ranking method
The evaluator rates the employee from highest to lowest on some
overall criteria
Paired comparison method
Each worker is compared with all other employees in a group
For several traits paired comparisons are made, tabulated and then
rank is assigned to each worker
This method is not applicable when the group is large
Forced Distribution Methods
The rater is asked to appraise the employee according to predetermined
distribution scale.
The worker is placed between two extremes of “good” and “bad”
performance.
27

28. Other Methods
Group Appraisal
Employee is appraised by a group of appraisers.
 The group consists of :
Immediate supervisor of the employee
Other supervisors who have close contact with the
employee’s work.
Manager or head of the departments.
Consultants or Clients
28

29. Other Methods
Field Review Technique
The appraiser goes to the field and obtains the information about
work performance of the employee by way of questioning the said
individual, his peer group, and his superiors
29

30. Other Methods
3600 Appraisal System
360 Degree Performance : Combination of self, peer, supervisor, and
subordinate performance evaluation
It is a systematic collection and feedback of performance data on an
individual or group, derived from a number of stakeholders
Data is gathered and fed back to the individual participant in a clear way
designed to promote understanding, acceptance and ultimately behavior
30

31. Common Rating Errors
A person outstanding in one area tends to receive
outstanding or better than average ratings in other areas as
well, even when such a rating is undeserved

32. Common Rating Errors
Negative
Effect:
A low rating in one
area yields lower
than deserved
ratings for other
accomplishments

33. Common Rating Errors
Central Tendency
Assigning an average rating for all
qualities

34. Common Rating Errors
Confrontation
Avoidance
Discomfort with giving negative
feedback

35. Common Rating Errors
Initial Performance
Rating an employee solely on initial impression or performance

36. Common Rating Errors
Recency
Rating an employee
based solely on
most recent
performance which
overshadows the
entire year’s
performance

37. Using the Appraisal Form
The appraisal form covers the following key areas:
•
•
•
•
•
•
•
•
Assessment of performance
Employee’s growth and development - strengths and areas for
improvement
Training requirements
Achievements
Goals and targets (for managers and executives)
Review with staff (for managers and executives)
Recommendations
Management review- Review by Countersigning Authority

38. Completing the Appraisal Form
Key performance Indicator (Examples)
Core Value
For Manager/ Executives / Staff
Customer
Customer Focus
•Maintain high priority in achieving customer satisfaction by quickly
responding to customers need
•Is effective in dealing and negotiating with internal and external
customers
Employee
•Staff Training and Welfare: Actively provides guidance and helps staff
in their career development
•Interpersonal/ Facilitation of Teamwork: Promotes and develops good
working relationships with other staff
•Communication Skill: Speaks, listens and writes clearly and logically
to share information and skills
Product and services
•Job Knowledge
•Work Attitude
•Quality Mindset
•Safety
Management
•Problem Solving
•Leadership
•Goal Orientation

39. Common Evaluation
(A) Total Evaluation
The final score is the average score, calculated as follows
Total Scores X 100 %
Number of Questions Answered X 5

40. Common Evaluation
(B) Grading
The appraisee is then graded according to the level of his/her performance in each category
according to the final score:
(1)
Outstanding :
Performance is exceptional and far exceeds expectations.
Consistently demonstrates excellent standards in all job requirements.
(2)
Very Good: Performance is consistent, and exceeds expectations in all
situations.
(3)
Good: Performance is consistent. Clearly meets essential requirements of job.
(4)
Fair : Performance is satisfactory. Meets requirements of the job.
(5)
Needs Improvement: Performance is inconsistent. Meets requirements of the
occasionally. Supervision and training is required for most problem areas.
(6)
Unsatisfactory :Performance does not meet the minimum requirements of the
job.
job

41. Achievement through Appraisal
•
•
Growth and Development : In this section, describe how the appraisee demonstrates their
strengths and areas for improvement by providing specific examples.
In particular, training requirements can be identified for the areas that can be enhanced or
developed through training. Training requirements refer to the skill set required by the
employee to either successfully fulfill current job responsibilities or to prepare the employee
for greater responsibility.
•
Achievement :This section allows any additional responsibilities outside of the appraisee’s
job scope (e.g. ISO 9002 Steering Committee) to be acknowledged.
•
Goals Achievement: Appraisals for Executives and Managers, contain a section for goal
setting and goal achievement assessment.
•
Recommendations : The appraiser provides recommendations for the career
development for the employee. These may include: confirmation, extension of probation,
promotion, increments, termination, etc.
•
Review by Director: The Managing Director will provide comments prior to filing with the
Administration Department.

42. Writing Performance Targets
and Goals
Objectives of Writing Performance Targets and
Goals
– Specific and measurable targets and goals define what
is expected from a job holder
– The performance targets and goals serve as standards
by which performance can be accurately measured

43. “SMART” Performanc Goals

44. “SMART” Performanc Goals
To ensure that the objectives are properly defined, each of
the following questions must be answered positively:•
•
•
•
•
Does the statement of performance targets/goals limit the results to
one specific area?
Are the results well defined in terms of what is expected of the job
holder?
Are the objectives measurable and observable? Were objectives
quantified whenever possible?
Was a time frame specified?
Are the performance targets/goals reasonable and within the reach
of the job holder?

45. •
•
•
Performance management guidebook
www.exploreHR.org
http://www.citehr.com/136390-kra-kpi-format-hr-management.html