Performance AppraisalPerformance AppraisalABSOLUTEABSOLUTE

ContentsContents

• Types of Absolute Appraisal methods

• Timeline & Process

• Appraisal of Front office staff

• Appraisal of Marketing Manager

• Attachments

• Appendix

Performance appraisal - a formal structure that allows for the continued measuring and evaluation of individual behavior and performance of an employee

Absolute Appraisal methodAbsolute Appraisal method

• Under the individual evaluation methods of merit rating, employees are evaluated one at a time without comparing them with other employees in the organization

1. Confidential Report1. Confidential Report

• Descriptive report

• Highlights the strengths and weaknesses of the subordinate

• Subjective analysis of the superior

• Does not offer any feedback to the appraisee

2. Essay Evaluation2. Essay Evaluation

• Rater is asked to express the strong as well as weak points of the employee’s behavior

• Used with a combination of the graphic rating scale • Factors:

– (i) Job knowledge and potential of the employee; – (ii) Employee’s understanding of the company’s programmes,

policies, objectives, etc.; – (iii) The employee’s relations with co-workers and superiors; – (iv) The employee’s general planning, organizing and controlling

ability; – (v) The attitudes and perceptions of the employee, in general

3. Critical incident Technique3. Critical incident Technique

• Manager prepares lists of statements of very effective and ineffective behavior of an employee

• Manager maintains logs on each employee

• Recorded critical incidents are used in the evaluation of the workers’ performance

4. Checklist & weighted checklist4. Checklist & weighted checklist

• A set of objectives or descriptive statements about the employee and his behavior

• The value of each question may be weighted equally or certain questions may be weighted more heavily than others in the weighted checklist

5. Graphic Rating Scale5. Graphic Rating Scale

• Uses a printed form to evaluate

• Uses variety of traits

• Most commonly quality and quantity of work

Table: Typical Graphic Rating ScaleEmployee Name................... Job title .................Department ......................... Rate ...............Data ..................................  Quantity of work: Volume of work under normal working conditions

Unsatisfactory

Fair Satisfactory Good Outstanding

Quality of work: Neatness, thoroughness and accuracy of work Knowledge of job

         

A clear understanding of the factors connected with the job

         

Attitude: Exhibits enthusiasm and cooperativeness on the job

         

Dependability: Conscientious, thorough, reliable, accurate, with respect to attendance, reliefs, lunch breaks, etc.

         

Cooperation: Willingness and ability to work with others to produce desired goals.

         

6. Behaviorally Anchored Rating 6. Behaviorally Anchored Rating Scales (BARS)Scales (BARS)

• A combination of the rating scale and critical incident techniques of employee performance evaluation

• The critical incidents serve as anchor statements on a scale and the rating form usually contains six to eight specifically defined performance dimensions

Performance Points Behavior

Extremely good 7 Can expect trainee to make valuable suggestions for increased sales and to have positive relationships with customers all over the country.

Good 6 Can expect to initiate creative ideas for improved sales.

Above average 5 Can expect to keep in touch with the customers throughout the year.

Average 4 Can manage, with difficulty, to deliver the goods in time.

Below average 3 Can expect to unload the trucks when asked by the supervisor.

Poor 2 Can expect to inform only a part of the customers.

Extremely poor 1 Can expect to take extended coffee breaks and roam around purposelessly.

7. Management by Objectives 7. Management by Objectives (MBO)(MBO)

“a process whereby the superior and subordinate

managers of an organization jointly identify its

common goals, define each individuals’ major

areas of responsibility in terms of results

expected of him and use these measures as

guides for operating the unit and assessing the

contributions of each of its members”

8. Forced Choice method8. Forced Choice method

• Makes use of several sets of pair phrases, two of which may be positive and two negative and the rater is asked to indicate which of the four phrases is the most and least descriptive of a particular worker

ExampleExample

Table: Forced Choice Items1. Least Most

A Does not anticipate difficulties AB Grasps explanations easily and quickly BC Does not waste time CD Very easy to talk to D

2. Least MostA Can be a leader AB Wastes time on unproductive things BC At all times, cool and calm CD Smart worker D

Timeline for Performance Timeline for Performance appraisal systemappraisal system

As approved by the DOI office of HR

October 1st to September 31st

Appraisal period – it coincides with the fiscal yr

30 days after performance appraisal

October 1st – 31st Complete the performance appraisal for the previous fiscal yr

60 calendars from the beginning of the appraisal cycle

October 1st – November 30th

Time frame in which performance standards are set and approved

Midway through the performance period

March through May Performance review / Interim appraisal (as required)

ProcessProcess

• Planning – Goals & objectives are outlined, employee input, employee role description– Standards – Quality, Quantity, Timeliness,

Cost effectiveness• Exceptional, Superior, Fully successful, Minimally

successful, Unsatisfactory

– Documenting Elements & standards– Employee Participation

• Monitoring – Performance Review• Developing employees – Training, Individual

assessment plan (Self assessment, discussions & Collaborations, Feedback, Implementation & Follow-up)

• Rating – Interim Appraisal, Rating critical elements, Rating of record, discussion with employee, employee supplement comments

• Actions based on performance – promotions, probations, rewards, transfers, etc

Performance appraisal for Front Performance appraisal for Front Office staff (Hospitality)Office staff (Hospitality)

• Will be done by manager / supervisor

• As per the timeline defined earlier

• See attachment

• Action taken as per performance

• Using Graphic Rating Scale

Performance Appraisal for Performance Appraisal for Marketing Manager (Hospitality)Marketing Manager (Hospitality)

• Done by Senior manager

• As per timeline

• See attachments

• Action taken

• Using MBO technique

ExampleExample

• Construction Industry

AttachmentsAttachments

• For Front office staff

• Excel sheet

• Internal form

• MBO

Thank you!