PERFORMANCE

MANAGEMENT
Kazi Nazrul Islam
Senior Manager- HR & Admin
 DEFINITION
Performance management is a process that provides
feedback, accountability, and documentation for
performance outcomes. It helps employees to channel their
talents toward organizational goals.
organizational culture affects how performance is
managed. If your companys culture doesnt reflect that
cross-organizational accountability, then performance
management will fail.
Why is participation so important? Because investing the
right amount of time, effort, and resources in performance
management can yield results
 WHAT IS P A

PA is the method of evaluating the behavior of the employees in the

workplace, normally including both quantitative and qualitative
aspect of the job.

PA refers to all those procedures that are used to evaluate the

personality, performance, potential of its group members.

How the employee is performing?

How the employee can develop?
What the superior can do to make in happen?
How the job is going?
 WHY CONDUCT A PA

Providing information about the performance ranks, decision

regarding salary revision, confirmation, promotion and
demotions.
Provide feedback about level of achievement and behavior of
the subordinates
Provide information which helps to counsel the employees.
Provide information to diagnose the deficiency of the
employees
Provide training and development need of the employees.
 WHEN TO CONDUCT A PA

The performance review must occur at least once in

a year. Some companies review twice in a year.

However, as a part of performance management,

the performance review is continuing, ongoing
activity.
 How Does Performance Management Work?
The drive to implement a performance management system is not sufficient.
Management as well as employees must put forth the effort necessary to
make it happen. With all hands on deck and the observation of the
following, organizations can build a successful program.
Clearly identify the jobs purpose as well as the duties associated with it.
Determine goals and how to measure outcomes.
Rank job priority.
Characterize the standard of performance for critical aspects of the position.
Discuss employee performance and provide feedback. This should at least be
done on a quarterly basis.
Keep track of performance records.
If necessary, create an improvement plan to better employees performance.
 Effective Performance Management System

Be job specific, covering a broad range of jobs in the organization

Align with your organizations strategic direction and culture
Be practical and easy to understand and use
Provide an accurate picture of each employees performance
Include a collaborative process for setting goals and reviewing performance based on two-way communication
between the employee and manager
Monitor and measure results (what) and behaviors (how)
Include both positive feedback for a job well done and constructive feedback when improvement is needed
Provide training and development opportunities for improving performance
Ensure that employee work plans support the strategic direction of the organization
Establish clear communication between managers and employees about what they are expected to accomplish
Provide constructive and continuous feedback on performance
Identify and recognize employee accomplishments
Identify areas of poor performance and establish plans for improving performance
Support staff in achieving their work and career goals by identifying training needs and development
opportunities
Support administrative decision-making about promotions, terminations, compensation and rewards
Provide legal documentation to demonstrate due diligence for legal challenges related to dismissal or vicarious
liability (an employer can be held liable for the acts or omissions by its employees during the course of
employment)
Performance Factors
Job knowledge
Judgment
Reliability and commitment to the job
Customer service
Productivity
Communication skills
Teamwork, cooperation, attitude &
interpersonal skills
Supervision & leadership
 Performance Factors (Contd.)
The establishment of an effective performance management system requires time and
resources and therefore, the support of the board, the executive director and other senior
managers. When developing a new performance management process, an organization can
strike up a committee made up of employees, managers and board members to increase buy-
in, understanding and support for the process.
Management support to act upon the outcomes of the performance management process is
also necessary to ensure that good performance is recognized, inadequate performance
results in the necessary support and/or training to improve performance and consistently
poor performance results in a change of responsibilities or termination, as appropriate.
Whether you are introducing a new performance management system or if you are
modifying an existing process, it is critical that you communicate the purpose and the
steps in the performance management process to employees before it is implemented. Also
remember to review your new performance management system after the first year and
make adjustments as necessary.
 The performance management cyc
There is much more to performance management than the annual performance
review meeting. As mentioned in the introduction, performance management
is a continuous process of planning, monitoring and reviewing employee
performance.
 Planning (Goal Setting)
Goal Setting and Planning
Use SMART goal criteria S pecific, M easurable, A chievable, R elevant
&
T ime-bound.
Goals should
Align with the organizational mission and strategy
Be clear and easy to understand
Be challenging, but achievable
Be accepted and recognized as important by everyone
who will have to implement them
Be measurable
Be framed in time, with clear beginning and ending points
Be supported by rewards
 Vision, Mission and Values
Vision
A Vision is a mental picture of the desired future state of the University. It must be
relevant,
believable, achievable and inspiring. It is relatively enduring.
Mission
The Mission is the rationale for the Universitys existence. It has the same attributes as
the vision,
except that it is more specific and measurable. It encompasses the present and the future.
Values
Values make behavior in the University Community predictable and consistent. They give
cohesiveness to the organization culture and provide guidelines for decision-making and
action.
Outputs/Objectives (Department or Business Unit)
SET A-S-M-A-R-T-E-R OBJECTIVE..!
(Aligned, Specific, Measurable, Achievable, Realistic, Time-based, Exciting, Recorded)
 OBJECTIVES OF PA

Establish a more effective two way communication

Setting targets and goals as performance standard
Set performance objectives
Help improve current performance
Provide feedback on performance
Identify training & development needs
Allocate rewards
Rewarding performance
Improving performance
 OBJECTIVES OF PA (Contd.)
Provide feedback about employees
Provide database
Diagnose the strength and weakness of individuals
Provide coaching, counseling, career planning to
subordinates
Develop positive relation and reduce grievance
Facilitates research in personnel management
Evaluating employee performance
Identify staff with promotional possibilities
Assist in career planning decisions.
 OBJECTIVES OF PA (Contd.)

Recognize the efforts and contributions of employees

Provide optimum opportunity to an individual to realize his/ her

full potential
Provide feedback on performance and expected standards

Aid every manager to promote the most effective use of human

resources
Promote shared understanding of task and relationship between
supervisors and subordinates.
 CHARACTERISTICS

It is a step by step process

It examine the employee strengths and weaknesses
Scientific and objective study
Ongoing and continuous process
Secure information for making correct decisions on
employees.
It is a tripartail process- The Appraisee, The Appraiser
and HR Department
 Principles for Deliberate Feedback
Principle 1 The Giver and Receiver must have consensus on the
receivers goals (e.g. employment specific)
Principle 2 The Giver should emphasize description and
appreciation
Principle 3 The Giver should be concrete and specific
Principle 4 Both Giver and Receiver must have constructive
motives
Principle 5 Dont withhold negative feedback if it is relevant
Principle 6 The Giver should own their observation, feelings and
judgments
Principle 7 Feedback should be timed to when the Receive and
Giver are ready. (Mood Elevator)
 PLAN
The planning phase is a collaborative effort involving both managers and employees during which they
will:
Review the employees job description to determine if it reflects the work that the employee is currently
doing. If the employee has taken on new responsibilities or the job has changed significantly, the job
description should be updated.
Identify and review the links between the employees job description, his or her work plan and the
organizations goals, objectives and strategic plan.
Develop a work plan that outlines the tasks or deliverables to be completed, expected results and measures
or standards that will be used to evaluate performance.
Identify three to five areas that will be key performance objectives for the year. The choice of areas may be
determined by the organization's strategic plan, by the employee's desire to improve outcomes in a certain
part of their job, or by a need to emphasize a particular aspect of the job at this time. These are objectives
that are critical to the overall success of the position. If the employee does not meet his/her critical
objectives then overall performance will be evaluated as unsatisfactory.
Identify training objectives that will help the employee grow his or her skills, knowledge, and competencies
related to their work.
Identify career development objectives that can be part of longer-term career planning.
Both the employee and manager need to sign off on the proposed work assessment plan. A copy of the plan
should be given to the employee and another should be kept in his or her confidential personnel folder.
 Performance Objectives
When are they set?
Objectives are set at the beginning of the Appraisal Cycle. In the case of MONATS,
this is by June
1, each year. In the case of MMI, this is by January 1, each year.
By whom?
For best results, Objectives should be set through mutual agreement between employee
and supervisor.
How many?
Usually no more than 10. However, each HOD may require a minimum number of
objectives, or may establish common objectives which are to be included on every
employees worksheet.
May they be revised?
Objectives may be carried forward from the previous year, revised, or new objectives
added during the review period as necessary, but these changes should be
communicated in a timely manner so that there are no surprises.
 Performance Objectives (Contd.)
Who should have an Individual (Personal) Objectives Worksheet?
Each HOD will determine the group, i.e., all employees who have Management,
Leadership, Supervisory, Administrative, Professional, Technical responsibilities
and to whom resources are entrusted to deliver outputs.
What about those persons who only do routine work?
Persons who only do routine work are not required to set Individual objectives.
However, they will be required to comply with stated performance standards
and expectations or they may share common broad based objectives such as to
obey all safety rules.
For example, if you are a receptionist you are expected to answer the telephone
promptly. That is an Expectation.
O.K. So you answer the phone promptly, or so you believe.
However, promptly might mean different things to different people
 Performance Objectives (Contd.)
Examples of Objectives with clear Standards and Expectations
VAGUE vs. SPECIFIC Objectives written without standards, vague expectations and no measurable
indicators
(Qualitative) Well-Stated Objectives with clear expectations standards, and/or measurable indicators
(Quantitative) Our objective is to be a leader in the industry in terms of new product development.
Become a leader in new product development by spending 12% of sales
revenue between 2006 and 2007 on research and development to introduce
five new products by 2010.
Our objective is to maximize profits. Maximize profit by achieving a 10% return on investment during
2007, with a payback period of at least 4 years.
Our objective is to better serve our customers. Increase customer satisfaction ratings at the Mona
Visitors Lodge from 65% to at least 90% on the 2006 customer service
survey, and retain at least 85% of our 2006 customers as repeat customers in
2007.
Our objective is to be the best we can be. Our objective is to be among the highest ranked organization in
the country by 2020.
 Performance Indicators
Some Examples of Performance Indicators or Means of
Verification (MOVs):
Performance indicators or Means of Verification are what one
alludes to when he says
You cannot manage what you cannot measure.
Performance Indicators must allow measurement and/or
comparison by degree or degrees of variation.
Percent (%) of, Number of, Presence of, Quality of, Frequency
of, Degree of, Level of etc.
Performance Indicators must describe change or movement in
quantitative or qualitative terms, Improve, Increased,
Enhanced, Greater, Stronger, Higher, Reduced etc.
 Monitor
For a performance management system to be effective, employee progress and performance
must be continuously monitored. Monitoring day-to-day performance does not mean
watching over every aspect of how employees carry out assigned activities and tasks.
Managers should not micro-manage employees, but rather focus their attention on results
achieved, as well as individual behaviors and team dynamics affecting the work
environment. During this phase, the employee and manager should meet regularly to:
Assess progress towards meeting performance objectives
Identify any barriers that may prevent the employee from accomplishing performance
objectives and what needs to be done to overcome them
Share feedback on progress relative to the goals
Identify any changes that may be required to the work plan as a result of a shift in
organization priorities or if the employee is required to take on new responsibilities
Determine if any extra support is required from the manager or others to assist the
employee in achieving his or her objectives
 Monitor (Contd.)
Continuous coaching
Performance management includes coaching employees to address concerns and
issues related to performance so that there is a positive contribution to the
organization. Coaching means providing direction, guidance, and support as
required on assigned activities and tasks. As a coach, managers need to
recognize strengths and weaknesses of employees and work with employees to
identify opportunities and methods to maximize strengths and improve weak
areas. The role of the coach is to demonstrate skills and to give the employee
feed back, and reassurance while he or she practices new skills. Good listening
skills on the part of the coach, together with the ability to deliver honest
feedback, are crucial. In a coaching role, you are not expected to have all the
answers. The strategic power of any coaching dialogue lies primarily in the
coach's ability to ask the right questions.
 Monitor (Contd.)
Providing feedback
Positive feedback involves telling someone about good performance. Make this
feedback timely, specific and frequent. Recognition for effective performance is a
powerful motivator.
Constructive feedback alerts an individual to an area in which performance could
improve. It is descriptive and should always be directed to the action, not the person.
The main purpose of constructive feedback is to help people understand where they
stand in relation to expected and/or productive job and workplace behavior.
Often, it is the positive and supportive feedback that is most readily and easily shared,
while finding the right way to provide constructive feedback to address a particular
performance issue can be more daunting. If an employee is not meeting performance
expectations, managers need to provide constructive and honest feedback. It's
important to do this when an issue first arises - before it escalates into a significant
problem. Here are a few points to consider when giving constructive feedback:
 Monitor (Contd.)
Prepare
Think through what you want to address in the meeting, confirm the facts of the
performance issue and make sure you know and can describe what happened or is
happening
Be clear about what the issue is and about the consequences if the employee's
performance does not improve
Plan to meet in a location where there will be privacy and minimal interruptions
(note that in a unionized environment, you may have to invite a union representative
to be with the employee during the discussion)
Be calm, so that you can approach the discussion objectively and with clarity
State the facts
Using a non-threatening tone, describe the performance issue in an objective,
factual, nonjudgmental way, providing specific examples
Identify the negative impact on people in the workplace or on the organization
You are always late.
 Example:
Monitor (Contd.)
You were late 3 times last week. When you arrived late for the staff meeting, you missed an important discussion about
our new fundraising campaign.
This statement is factual and specifically addresses the performance issue and the impact of being late.
Listen
Have the employee describe the situation from their perspective and provide an explanation. Be open to any new insights
that may arise.
Respond to denial, blaming of others, etc. by restating factual information and reviewing the negative impacts of the
performance issue.
Although we may sympathize with an employees unique personal circumstances and their reasons for why they are not
performing, it is important to remain focused on the performance issue. If you alter what is required of one employee (i.e.
bend the rules) you will have to be prepared to do so for all employees. As a performance manager, try to avoid putting
yourself in the position to have to judge which circumstances warrant special treatment and those that do not.
Agree on an action plan
Ask the employee for their suggestions for addressing the issue and offer your suggestions if necessary
Agree on a specific plan of action: including what the employee will do, how they plan to do it and within what time
period
Document the action plan and attach to employees performance management file
Specify the consequences for the employee if the performance issue is not resolved
Follow up
Monitor results and meet periodically to discuss progress
Provide positive reinforcement for improvement and continue to offer support
If the issue has not improved or been resolved over the specified time period, enact the consequences as discussed in the
action plan
REINFORCE EXPECTATIONS
 APPRAISAL BENEFITS
Appraisal offer employees:
Direction
Feedback
Input
Motivation

Appraisals offer the company:

Documentation
Employee development
Feedback
Legal protection
Motivation system
 Appraisal and Review
The performance assessment or appraisal meeting is an opportunity to review, summarize and highlight the
employees performance over the course of the review period.
Self-assessment is a standard part of most performance appraisals. By using the performance plan and
assessment form as a guide, employees can assess their performance in preparation for the appraisal meeting. This
process can identify gaps between the employees self-perceptions and the views of the manager and can allow for
more in depth discussion of these performance points during the meeting.
Managers should review their performance management notes and documentation generated throughout the year
in order to more effectively assess the employees performance. Only issues that have already been discussed with
the employee should be part of the assessment documentation and meeting. This will ensure that managers deal
with performance problems when they arise and that there are no surprises during the performance assessment
meeting.
In the performance assessment meeting, employees and managers will:
Summarize the work accomplished during the previous year relative to the goals that were set at the beginning of
the performance period. This includes capturing the key results, accomplishments and shortfalls for each of the
objectives
Document challenges encountered during the year and identify areas for training and/or development
Identify and discuss any unforeseen barriers to the achievement of the objectives
Manner
 Appraisal and Review (Contd.)
The employee and the supervisor should sign off on the form. This acknowledges involvement in the
process, but not necessarily agreement by employee with the content of the evaluation. If an
employee disagrees with any part of the performance assessment, provide them with the opportunity
to attach their comments and file with their performance assessment form.
Managers must ensure that the employee receives a copy of the assessment form and the signed
document is put in the employee's file.
Create a visual image of the employee doing the job the way you expect it to be done. Observe and
compare the actual performance against your expectation.
Determine if there are gaps and what should be done to reduce or eliminate them. If standards
and/or expectations are being met, or exceeded, you must express your satisfaction.
As noted before, Performance Standards and Expectations are typically expressed in terms of the
following:
Quantity: How much, How many, How often, How soon
Quality: Degree of precision and/or accuracy, Physical appearance of the product or service, Desired
results, Degree of customer satisfaction
Specific method or procedure to follow, Personal requirements, Impact on the customer, Impact on
the team, Impact on the organization (Superiors, peers, subordinate)
 Appraisal and Review (Contd.)
Preparation: Both the employer and employee must be adequately groomed for the review.
Prioritize the meeting: To show the employee that this review is a top priority, there should
be a formal agenda that is adhered to.
Encourage positivity: When speaking to the employee, invoke positive responses by
communicating in a positive manner.
Clarity: Be sure the purpose of the meeting is clear from the beginning.
Expectations: Review the job description, why it is needed, and the standards of
performance.
Explain employees performance: Discuss the employees actual performance, whether it fell
below, met or exceeded expectations. Give specific examples.

Employee feedback: Allow the employee to express their concerns or suggestions.

Follow-up: Determine the appropriate method and or time for follow-up.
Closing: The meeting should end positively. Review the contributions the employee is
making to the company.
 Appeals process
Even with a well-designed and implemented performance management process, there may be
situations when an employee has a serious difference of opinion with the manager about his or
her performance assessment. A procedure for the employee to discuss disagreement with the
process should be established.
Some options for dealing with disagreements about performance appraisals are:
Step review system
The disagreement is heard by higher levels of management such as the supervisor's manager,
followed by the Executive Director as necessary. In small nonprofit organizations, there may
not be higher levels of management to appeal to.
Peer review system
A small group made up of equal numbers of employees and management staff review
disagreements. (Note that this system may not be sanctioned in a unionized workplace)
Ombudsman
Employees can seek assistance from an individual within the organization who is
designated as an impartial ombudsman.
 Pitfall of Performance Assessment
Our judgments about many things are affected by our perception. When a person evaluates someone else, his
or her evaluation reflects both the person being assessed and the evaluator's built in biases. Managers
should be aware of their possible evaluation biases, so they can try to eliminate them from the assessment
process.
Some common biases include:
Halo/ Horns
A tendency to form a generalized positive impression of an employee, meaning rating the employee highly on all
rating criteria rather than independently for each item.
The opposite of the halo effect bias, with a general negative impression of an employee resulting results in
artificially low ratings. This bias may come up if the manager generally dislikes, or has little confidence in an
employee. (employees extreme competence in one area shines over others. Conversely, employee does poorly in
one area and this overshadows all areas)
Recency Effect focusing on recent performance instead of entire year.

Inflated rating when supervisors use satisfactory as their lowest rating.

 Pitfall of Performance Assessment (Contd.)
Central tendency
A tendency to evaluate most employees as "average" when applying a rating scale. For example, given a scale that
run from 1 (poor) to 7 (excellent), with 4 being the average, some managers refuse to use the points at either of
the ends. The tendency is for almost all ratings to fall within the 3-5 range. Shorter rating scales (e.g. those with
only three points, rather than seven) tend to cause less central tendency bias, but they also become less exact.
(supervisor tends to rate everyone as a average)
Leniency bias / Severity/ Strictness bias
A tendency to be more lenient or more strict than his or her peers, when rating employees, OR, is more lenient or
strict with one employee as compared to another. (supervisor is viewed as being too hard (severity) or too easy
(leniency.)
Same-as-me/ Just like me
A tendency to rate employees who are perceived to be similar to the rater more favorably than employees who are
dissimilar. IMPORTANT: If this tendency is based on grounds for discrimination under human rights legislation
(for example race, gender, nationality), it is a violation of human rights and is illegal (being more favorable to
people who are like you).
 To Reduce Errors
Ensure criteria is job-related
Rate performance in relation to job responsibilities
Weigh other employee opinion fairly; dont weigh it too heavily
Consider all areas of performance. Balance.
Dont compare all your employees (as the
supervisor) until all have been completed separately Framework
Schedule appraisal meeting include rationale and purpose
Provide appraisal form (1 week prior), direct to bring fully completed to
meeting
Plan your approach, craft your leadership communication, seek counsel from
HR
Conduct appraisal, set follow up meeting with employee, meet deadlines
 Developing a performance assessment form
A performance assessment form is a tool that helps guide and document a
discussion between a manager and an employee about the employee's
performance over the past year. A poorly designed assessment form can
undermine a good performance management system. Below are some guidelines
on what to include on a performance assessment form.
General information
Typically the first section of a performance assessment form includes standard
information about the employee, the manager and the organization. This
includes the:
Employees full name and job title
Managers full name and job title
Assessment period
Date that the assessment meeting took place
 CONTENT OF PM
Regularity of the Attendance Judgmental skills
Ability to work individually or in Area of improvement
group Past achievement
Leadership skills Honesty and sincerity
Initiative, technical skills Innovativeness
Ability to grasp new things Cost & time consciousness
Area of interest Communication
Attitude
Job knowledge
 Performance objectives and measures
Include some brief instructions on how to complete the assessment form, the type of information
to include on the form and the reason that the information should be included.
"The performance assessment form is designed to guide the manager and employee in
documenting the employee's results in comparison to the agreed upon objectives. Please follow
the instructions for each section...
Document the performance objectives identified in the employees work plan and the measures
to be used to assess achievement. List the objectives in their order of importance, with the most
important listed first.
Key Objective Performance Measures
Provide updates on the work of volunteers to the program manager
Written report submitted quarterly
If organization has a performance assessment process that is based on a competency framework,
be sure to include the list of relevant competencies on the assessment form. Examples of
competencies include teamwork, effective communication and problem solving.
 Form No. ISP-HRM-F-01
M. M. ISPAHANI LIMITED Revision No. 02
PERFORMANCE OBJECTIVES FORM
EMPLOYEE NAME: EMPLOYEE EMPLOYEE
NUMBER: DESIGNATION:
MR.
BUSINESS UNIT: DEPARTMENT: APPRAISAL PERIOD:
M. M. ISPAHANI LIMITED HRD 1st Jan. - 31st Dec. 2016
OPERATIONAL OBJECTIVES: IMPACT
%
List the objectives agreed between the Manager and Employee. Typically there will be 6 8 clearly (Out of 100)
defined measurable objectives (Cost, Time & Quantity). Complete the IMPACT % indicating the
relevant importance of the objectives.
Total Actual Training
Target Achievement (Field Force) = ---------------------------- 20
Targeted Training
Total Actual Training
Target Achievement (Group) = ---------------------------- 20
Targeted Training
Total nos of trainees 20
Outcomes of training (Field Force) =--------------------------
Nos of improving trainees as per Feed back
Communication (Internal and external communication with superiors, peers, 15
colleague, subordinates and other actors of mutual interest)
Regularity and punctuality of the attendance
15
Proactive, Promptness, reliability and committed towards the organization and 10
continuous quality improvement

AGREEMENT ON OPERATIONAL OBJECTIVES:

EMPLOYEE : ______________________ DATE: __________ ______

MANAGER / IMMEDIATE SUPERIOR : _______________________DATE: ________________

REVIEWED BY : _______________________ DATE: ________________ (MANAGER /

GENERAL MANAGER)

The Objectives will be defined in January of the Appraisal Year.

 M. M. ISPAHANI LIMITED Form No. ISP-HRM-F-01
Revision No. 02
PERFORMANCE EVALUATION REPORT
(CONFIDENTIAL WHEN FILLED IN)
EMPLOYEE NAME: EMPLOYEE EMPLOYEE DESIGNATION:
NUMBER:
MR
BUSINESS UNIT: DEPARTMENT: APPRAISAL PERIOD:
M. M. ISPAHANI LIMITED HRD 1st Jan. - 31st Dec. 2016
IMPACT RATING SCORE
OPERATIONAL OBJECTIVES: %
(Out of 100)
Total Actual Training
Target Achievement (Field Force)= ---------------------------- 20
Targeted Training
Total Actual Training
Target Achievement (Group)= ---------------------------- 20
Targeted Training
Total nos of trainees 20
Outcomes of training (Field Force) =--------------------------
Nos of improving trainees as per Feed back
Communication (Internal and external communication with 15
superiors, peers, colleague, subordinates and other actors of
mutual interest)
Regularity and punctuality of the attendance
15
Proactive, Promptness, reliability and committed towards the 10
organization and continuous quality improvement
RATINGS: OVERALL
SCORE
5. OUTSTANDING: Consistently far exceeds job requirements & goals

4. EXCEEDS REQUIREMENTS: Consistently above requirements

3. MEETS REQUIREMENTS: Fully acceptable performance

2. NEEDS IMPROVEMENTS: At times below requirements, marginal performance

1. FAILS TO MEET REQUIREMENTS: Consistently below requirements and/or unacceptable performance

Comments of the Manager / Immediate Superior:

Signature: ________________Date: ______________

Comments of the Manager / General Manager:

Signature: ________________Date: ______________

Calculating System : Impact % Rating 100 = SCORE

 360-degree (multi-rater) assessment process
360-degree feedback, also known as 'multi-rater feedback', is
employee development feedback that comes from colleagues, peers and
managers in the organization, as well as self-assessment, and
sometimes sources such as clients, volunteers or other stakeholders.

Senior managers are responsible for assessing the performance of

other employees but often do not receive adequate feedback
themselves. 360-degree feedback allows the individual to understand
how his or her effectiveness as an employee, manager, or coworker is
viewed by others.
 Effective 360-degree feedback process can achieve:
Individuals get a broad perspective of how they are perceived by others and how they impact others both
positively and negatively

Encourages open feedback and this feedback is often perceived as more valid and objective, leading to
acceptance of results and actions required

Clarifies critical performance aspects, reinforces desired competencies and identifies strengths that can be
used to the best advantage of the organization

Supports a climate of continuous improvement and focuses agenda for development, identifying key
development areas for the individual, a team or the organization as a whole

Gaps are identified between employees self-perception versus the perception of manager, peers or direct
reports

When feedback comes from a number of individuals in various job functions, discrimination because of
race, age, gender, and so on, is reduced. Similarly, the "horns and halo" effect, in which a supervisor rates
performance based on his or her most recent interactions with the employee is also reduced
 Evaluation interview
Appropriate location and amount of time
Employee Self Evaluation
Review Self Evaluation prior to meeting
Review Employee Performance Factors prior to meeting
Discuss performance with your supervisor prior to meeting
Discuss achievements, performance, and areas for improvement
Review and discuss previous goals
LISTEN, LISTEN, LISTEN
Focus on job performance rather than non-job related factors
Be specific with praise and criticism
Not primarily for discipline or reprimand
No surprises
Develop goals for new year
 Rating Criteria
Excellent
Consistently exceeds performance standards
Continuously contributes to the organizations success by adding significant value
Demonstrates a comprehensive understanding of work; takes action to identify
needs and solve problems
Good
Meets performance standards
Competently performs all aspects of job functions and meets goals
Capably adjusts to changing workplace needs and work requirements
Acceptable
Generally meets expectations of the position
Competently performs aspects of the job function or goal
May require Performance Improvement Plan to concentrate on areas of weakness
May require additional resources or training to move above rating
Unsatisfactory
Fails to perform most aspects of the position
Performance levels are below expectations
Requires close guidance in performing routine job duties
Requires Performance Improvement Plan to address areas of weakness with
progress review dates
 Avoiding Other Rating Perils
Make objective statements
Consider the totality of the employees performance
Inadequate record keeping lack of specific examples
Lack of establishing milestones for progress reviews
Discuss specific performance issues and behaviors objectively
Legal impact of inflated performance ratings
Maintain clear and open communication channels
Specific comments should avoid any connotations which are
connected to: age, race, sex, religion, national origin, veteran, or a
specific disability
 Sign-off section
End your form with
Notify an area for the manager and employees
in advance
signatures. The signatures should come after a statement
that indicates that 'by signing, both parties are
acknowledging that they have read and discussed the
contents of the performance assessment form.' This allows
the performance management cycle for one year to come to a
close and the cycle for the next year to begin.
Your company information

Make sure the employee understands that, by signing, he or

she does not have to agree with all the comments made in
the assessment. If an employee disagrees with any part of
the performance assessment, provide them with the
opportunity to attach their comments.
WHY APPRAISALS ARE IMPORTANT
Recognize accomplishments
Guide progress
Improve performance

Review performance
Set Goals
Identify problems
Discuss career advancement
USES OF PERFORMANCE APPARISAL

Training and Development

Improvement of organizational effectiveness
Basis for compensation management, transfer,
promotion, career planning activities etc.
Helps in evaluating the existing plan
THE PROBLEM WITH REVIEWS
QUESTIONS?
Thanks For Attending!