PRESENTATION ON PERFORMANCE APPRAISAL BY: LOUISE AGYEMAN-BARNING
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1 PRESENTATION ON PERFORMANCE APPRAISAL BY: LOUISE AGYEMAN-BARNING
2 OUTLINE Definition of Performance Appraisal Why Performance Appraisal (Objectives) Benefits Types of Performance Appraisal Appraisal System to be used by CFZAMBIA Elements of an Effective Performance Appraisal System Appraisal Process Conclusion
3 PERFORMANCE APPRAISAL Definition: Performance appraisal is a process (often combining both written and oral elements) where management evaluates and provides feedback on an employee s job performance, including steps to improve or redirect his/her activities where needed
4 Performance Appraisal Defined System of review and evaluation of job performance Assesses accomplishments and evolves plans for development 4
5 OBJECTIVES Performance Appraisal seeks to achieve 2 broad objectives Developmental Purpose Administration Purpose
6 Developmental Purpose Provide feedback to employees about their performance and discuss needed changes in; behaviour, skills, attitudes or job knowledge. To inform on strengths and weaknesses. Motivate employees to improve performance. To enhance career development. Determine training needs
7 Administrative Purposes Link reward to performance eg. Pay Increase Promotion Disciplinary Action (Demotion) Termination of Contract
8 Uses of Performance Appraisal Human resource planning Recruitment and selection Training and development Career planning and development Compensation programs Internal employee relations Assessment of employee potential 8
9 Why Performance Appraisal (Benefits) Means of improving effectiveness of the organization - employees work behavior and results are aligned with the organization s goal. Help employee improve their performance. Good opportunity to reward/recognize employee for a job well done. Help assess an employee s performance against the goals and responsibilities of the job.
10 Contd. The basis for which companies can verify and shape job responsibilities in accordance with; business trends, clear lines of management-employee communication re-examination of potentially harmful/useful business practice.
11 Who Are Performance Raters They rate or evaluate the employee s job performance Supervisors Self Peers (co-worker) Subordinates Customers (Profit Centers)
12 Methods of Performance Appraisal The appraisal system mostly used is the traditional system. Eg. 360-Degree feedback Behavior based Subjective measure Trait based etc.
13 Methods contd. With the traditional reviews; The supervisor evaluates the employee - judgment is based on employee s abilities and performance of tasks as noted in the job description. Reviews are not done against set targets or objectives. Sometimes poor performers also benefit from reward systems.
14 Target-based Performance Appraisal; Most recent and modern technique of appraising performance Clear-cut targets are set permitting both superior and subordinate to compare performance against targets periodically. There is the desire to achieve the set targets on the part of the employee.
15 UNDERSTANDING TARGET A target is a goal, standard or result to be accomplished within a specific time frame.
16 Characteristics of a Good Target A target should be seen as challenging, yet not so difficult as to seem impossible to achieve. In order to be acceptable, a target must meet certain standard criteria. It should be SMART
17 SPECIFIC: So there is clarity as to what must be accomplished/achieved MEASURABLE: so that every one can determine whether it has been achieved or not. ACHIEVABLE: must be challenging, yet attainable REALISTIC: must be achievable in spite of resource and other constraints. TIME-BOUND: The completion date of the target must be embodied in the target statement.
18 Additional Characteristics of Compatibility Targets Targets should be well-matched with organizational or departmental targets Action word: A target statement should begin with a verb
19 Elements of an Effective Performance Appraisal Objectives - measurable performance standard Provision of Feedback on performance Objective Assessment Face-to-Face meeting
20 Performance Appraisal Process Plan the Performance Identify Performance Goals Communicate Goals Establish Performance Criteria Determine: Responsibility for Appraisal Appraisal Period Appraisal Method(s) Anticipate and Consider Problems in PA Effective PA Systems Examine Work Performed Management Support Coaching and T&D Appraise the Results Conduct Appraisal Interview Discuss Goals for Next Period 20
21 Appraisal Process. Employees will have set goals and objectives at the beginning of the review process.
22 Goals/Objectives/Targets for HR Unit Turnaround Time for Various Tasks. E.g. Payment Of Salaries - time bound Processing Annual Leave - time bound Management of Welfare Issues Staff Recruitment Resolving Employee Grievances Management of Immigration Issues
23 Eg. of our processes ACTIVITIES Payment of Staff Salaries TURNAROUND TIME By 30 th day of each month Training Program for Sales Personnel on Customer Relations Management of other Welfare issues eg. Birth, Death Completed by ( Specified date) Immediately Completion of Resolving Employee Grievances Maximum time allowed? One week?/ 2 months?
24 CONCLUSION Performance Appraisal is one of the most effective supervisory tools to communicate expectations, provide feedback, plan work, acknowledge contribution and help employee s gain the skills needed to be successful in their areas of expertise
25 THANK YOU FOR YOUR ATTENTION
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