PERFORMANCE APPRAISAL

INTRODUCTION & OBJECTIVES

Performance appraisal is an objective assessment of an individual’s performance

against
well defined benchmarks.

According to Garry Desseler, “A process that consolidates goal setting, performance

appraisal and development into single, common system, the aim of which is to ensure that

the employee’s performance is supporting the company’s strategic aims.”

WHY PERFORMANCE MANAGEMENT?

The increasing use of Performance management reflects several things. It reflects, first, the

popularity of the Total Quality Management (TQM) concepts advocated several years ago by

management experts like W. Edwards Deming. Basically, Deming argued that an employee’s

performance is more a function of things like training, communication, tools, and supervision

than of his or her own motivation.

Performance Management emphasis on the integrated nature of goal setting, appraisal, and

development reflects this assumption. Second, it reflects the fact that a vast array of studies

that traditional performance appraisal are often not just useless but counterproductive. Third,

Performance management as a process also explicitly recognizes that in today’s globally

competitive industrial environment, every employee’s efforts must focus like a laser on

helping the company to achieve its strategic goals. In that regard adopting an integrated;

performance management approach to guiding, developing, and appraising employees also

aids the employer’s continuous improvement efforts. Continuous improvement refers to a

 management philosophy that requires employers to continuously set and relentlessly meet

ever-higher quality, cost, delivery, and availability goals.

OBJECTIVE OF PERFORMANCE APPRAISAL

Data relating to performance assessment of employees are recorded, stored, and

used for
several purposes. The main purposes of employee assessment are:

1. To effect promotion based on competence and

performance.
2. To confirm the services of probationary employees upon their completing the
probationary period satisfactorily.
3. To assess the training and development needs of employees.
4. To decide upon a pay rise where (as in the unorganized sector) regular pay
scales
have not been fixed.

5. To let the employees know where they stand insofar as their performance is concerned and

to assist them with constructive criticism and guidance for the purpose of their development.

6. To improve communication. Performance appraisal provides a format for dialogue between

the superior and the subordinate, and improves understanding of personal goals and

concerns. This can also have the effect of increasing the trust between the rater and the

ratee.
7. Finally, Performance appraisal can be used to determine whether HR programs
such as selection, training, and transfers have been effective or not.

Broadly, performance appraisal serves four objectives-

(1) Developmental uses,

(2) Administrative uses/decisions,

(3) Organizational maintenance/ objectives, and

(4) Documentation purposes.

TYPES OF PERFORMANCE APPRAISAL SYSTEM:
Graphic Rating Scale Method
The Graphic Rating Scale is the simplest and still most popular technique for appraising

performance. A Graphic Rating Scale lists traits (such as quality and reasonability) and a

range of performance values (from unsatisfactory to outstanding) for each trait. The

supervisor rates each subordinate by circling or checking the source that best describes his

or her performance for each trait. The assigned values for the traits are then totaled.
Alternation Ranking Method Ranking employees for the best to worst on a trait or
traits is another option. Since, it is usually easier to distinguish between the
worst and best employees, and Alternation Ranking Method is most popular. First,
list all subordinate to be rated, a then close out the names of any not known well enough to
rank. Then, on a form the employees who is highest on the characteristics being measured
and also the one who is the lowest. Then choose the next highest and the next lowest,
alternating between highest and lowest until all employees have been ranked.

Paired Comparison Method

The Paired Comparison Method helps make the Ranking Method precise. For every trait

(quantity of work, quality of work, and so on), you pair and compare every subordinate with

every other subordinate.

Suppose you have five employees to rate. In the Paired Comparison Method, you make a

chart, of all possible pairs of employees for each trait. Then, for each trait, indicate (with a+

or a-) who is the best employee of the pair. Next, add up the no. of +s for each employee.
Forced Distribution Method
The Forced Distribution Method is similar to grading on a curve. With this
method, you
place predetermined percentage of ratees into performance categories.
For example, you may decide to distribute employees as follows.
15% High Performers
20% High-Average Performers
30% Average Performers
20% Low-Average Performers
15% Low Performers

Critical Incident Method

With the Critical Incident Method, the supervisor keeps a log of positive and negative

examples (Critical Incidents) of a subordinate’s work-related behavior. Every six months or

so, supervisor and subordinate meet to discuss the latter’s performance, using the incidents

as example.

Traditional Appraisal system: Performance appraisal is developed as a simple method

of income justification. Appraisal used to decide whether the salary of an individual
was justified or not. The decrease or increase in pay depends upon employee’s
performance.

Modern Appraisal System: Performance appraisal is defined as a structured formal

interaction between a subordinate and a supervisor that usually takes the form of a
periodic interview, in which the work performance of the subordinate is examined and
discussed with a view to identify weakness, strength and opportunities for
improvement and skills development.

Performance-Based Actions are the reduction in grade or removal of an employee

based solely on performance at the unacceptable level.

Performance Plans are the documentation of performance expectations communicated

to employees from supervisors. Plans define the critical elements and the performance
standards by which an employee's performance will be evaluated.

Performance Standards are statements of the expectations or requirements established

by management for a critical element at a particular rating level. A performance
standard may include, but is not limited to, factors such as quality, quantity, timeliness,
and manner of performance

Performance Award is a one-time cash payment to recognize the contributions of an

employee and is based on the rating of record. A performance award does not increase
basic pay.

Performance Improvement Plans (PIP) are developed for employees at any point in
the appraisal cycle when performance becomes Level 1 (unacceptable) in one or more
critical elements. This plan affords an employee the opportunity to demonstrate
acceptable performance and it is developed with specific guidance provided by a
servicing human resources office.

Performance Management is the integrated process by which an agency involves its

employees in improving organizational effectiveness in the accomplishment of agency
mission and strategic goals. Performance Management consists of: performance
planning, monitoring employee performance, employee development, evaluating
employee performance, and recognition.

Performance appraisal system describes how agency will identify performance

standards and core competencies and communicate them to employees. Periodical
appraisal helps the company to compare employee’s performance and to take apt
decisions for further improvement. A structured business planning depends on the
performance of the employee and it will be successful only when the employees are
analyzing their work performance individually. The formal performance appraisal in a
company is conducted annually for all staff and each staff member is appraised by their
line manager. Generally employees are appraised based on the structure of the company

Annual performance appraisals evaluate the role of the employee in the organizational
development and also monitoring the standard, expectations, objectives, efficiency in
handling task and responsibilities in a period of time. Appraisal also helps to analyze
the individual training needs of the employee and planning of future job allocation. It
also help to adopt appropriate strategy based on organizational training needs.
Performance appraisal analyzes employee’s performance and which utilize to review
the grades and modify the annual pay. It generally reviews each individual performance
against the objectives and standard of the organization. Performance management
creating a work environment and it is enabling the employees to perform best of their
abilities. Through performance management companies are hiring efficient people
.Then the company building up their skills and talents through employee development
programmes. The tools like performance appraisal, performance review, and appraisal
forms create the process of nurturing employee developments.

Effective appraisal considering increase in staff productivity, knowledge and

contribution. Formal management procedure used the evaluation of work performance.
Effective appraisal helps the employer in providing increased productivity, knowledge
and contribution from the staff. These resources increase the ability to do performance
consulting, measure performance improvement, and provide resultant training using
internal staff, which increases self-sufficiency in performance consulting and
improvement. Providing feed back about employee’s job performance and the
contribution of reward for their work is very essential in the smooth functioning of an
organization.

Performance appraisal tries to:

1. Give feedback to employees to improve subsequent performance.

2. Identify employee-training needs.
3. Document criteria used to allocate organizational rewards.
4. Form a basis for personnel decisions-salary (merit) increases,
disciplinary actions, etc.
5. Provide the opportunity for organizational diagnosis and development.
6. Facilitate communication between employee and administrator.

Purpose of Performance Appraisal

Feed back of Performance provide an opportunity to discuss strength and resolution
of performance deficiencies of an employee. Which also encouraged preparing
ratings of their supervisors. Performance appraisal allows a person to grow in what
ever the direction he wants to move. Employers promote positive attitude,
advancement, and motivation to make the employee to understand their own
special potential, and find roles that really fit well. Developing the whole-person is
also an important aspect of modern corporate responsibility, and separately whole-
person development is a crucial advantage in the employment market; in which all
employers compete to attract the best recruits, and to retain the best staff.
The UK Employment Equality (Age) Regulations 2006, (consistent with Europe),
effective from 1st October 2006, make it particularly important to avoid any
comments, judgments, suggestions, questions or decisions which might be
perceived by the appraise to be based on age.
Usually performance appraisal used for developmental purpose which also helps to
identify the eligible person for reward. It stimulates the performance and making
promotions, transfer and discharge decisions.

Aspects of Job Analysis

Job Analysis is a process to identify and determine in detail the particular job duties and
requirements and the relative importance of these duties for a given job. Job Analysis is
a process where judgments are made about data collected on a job. Information
regarding duties and tasks, Environment, tools and equipments, external and internal
relationships and the minimum requirements to perform the job are considered under
job analysis.
Rating in Performance Evaluation
Rating can be performed by the committee of several superiors, employee’s peers,
employees’ subordinates. Apart from these self evaluation also valid. These rating are
based on observation, analysis of data and records, discussion with the employee.

Problems during performance Appraisal

There are chances of opposition for valuation due to fear. If the evaluation system is
poor, it will not give adequate effect. Rater’s problems like leniency or harshness error,
central tendency error, personal bias error, contrast error are also affecting the
performance appraisal of an employee.

Each employee should evaluate by his supervisor and to discuss each other to set
objectives for upcoming evaluation. This discussion should cover the review of overall
progress, problems encountered, performance improvement possibilities, long term
career goals, specific action plan about job description and responsibilities, employee
development interest and needs, to concentrate specific areas of development, to review
performance objectives and performance standard, ongoing feed back and periodic
discussions

Performance appraisals are important for staff motivation, attitude and behavior
development, communicating organizational aims, and fostering positive relationships
between management and staff. Performance appraisals provide a formal, recorded,
regular review of an individual's performance, and a plan for future development. In
short, performance and job appraisals are vital for managing the performance of people
and organizations.
performance appraisals purpose - and how to
make it easier
Performance appraisals are essential for the effective management
and evaluation of staff. Appraisals help develop individuals, improve
organizational performance, and feed into business planning. Formal
performance appraisals are generally conducted annually for all staff in
the organization. Each staff member is appraised by their line
manager. Directors are appraised by the CEO, who is appraised by the
chairman or company owners, depending on the size and structure of
the organization.

Annual performance appraisals enable management and monitoring of

standards, agreeing expectations and objectives, and delegation of
responsibilities and tasks. Staff performance appraisals also establish
individual training needs and enable organizational training needs
analysis and planning.

Performance appraisals also typically feed into organizational annual

pay and grading reviews, which commonly also coincides with the
business planning for the next trading year.

Performance appraisals generally review each individual's performance

against objectives and standards for the trading year, agreed at the
previous appraisal meeting.

Performance appraisals are also essential for career and succession

planning - for individuals, crucial jobs, and for the organization as a
whole.

Performance appraisals are important for staff motivation, attitude and

behaviour development, communicating and aligning individual and
organizational aims, and fostering positive relationships between
management and staff.

Performance appraisals provide a formal, recorded, regular review of

an individual's performance, and a plan for future development.

Job performance appraisals - in whatever form they take - are therefore

vital for managing the performance of people and organizations.

Managers and appraisees commonly dislike appraisals and try to avoid

them. To these people the appraisal is daunting and time-consuming.
The process is seen as a difficult administrative chore and emotionally
challenging. The annual appraisal is maybe the only time since last
year that the two people have sat down together for a meaningful one-
to-one discussion. No wonder then that appraisals are stressful - which
then defeats the whole purpose.

There lies the main problem - and the remedy.

Appraisals are much easier, and especially more relaxed, if the

boss meets each of the team members individually and
regularly for one-to-one discussion throughout the year.

Meaningful regular discussion about work, career, aims, progress,

development, hopes and dreams, life, the universe, the TV, common
interests, etc., whatever, makes appraisals so much easier because
people then know and trust each other - which reduces all the stress
and the uncertainty.

Put off discussions and of course they loom very large. So don't wait
for the annual appraisal to sit down and talk. The boss or the appraisee
can instigate this. If you are an employee with a shy boss, then take
the lead. If you are a boss who rarely sits down and talks with people -
or whose people are not used to talking with their boss - then set about
relaxing the atmosphere and improving relationships. Appraisals (and
work) all tend to be easier when people communicate well and know
each other.

So sit down together and talk as often as you can, and then when the
actual formal appraisals are due everyone will find the whole process
to be far more natural, quick, and easy - and a lot more productive too.

appraisals, social responsibility and whole-

person development
There is increasingly a need for performance appraisals of staff and
especially managers, directors and CEO's, to include accountabilities
relating to corporate responsibility, represented by various
converging corporate responsibility concepts including: the 'Triple
Bottom Line' ('profit people planet'); corporate social responsibility
(CSR); Sustainability; corporate integrity and ethics; Fair Trade, etc.
The organisation must decide the extent to which these
accountabilities are reflected in job responsibilities, which would then
naturally feature accordingly in performance appraisals.

Significantly also, while this appraisal outline is necessarily a formal

structure this does not mean that the development discussed with the
appraisee must be formal and constrained. In fact the opposite applies.
Appraisals must address 'whole person' development - not just
job skills or the skills required for the next promotion.

Appraisals must not discriminate against anyone on the grounds of

age, gender, sexual orientation, race, religion, disability, etc.

When designing or planning and conducting appraisals, seek to help

the 'whole-person' to grow in whatever direction they want, not just to
identify obviously relevant work skills training. Increasingly, the best
employers recognise that growing the 'whole person' promotes positive
attitudes, advancement, motivation, and also develops lots of new
skills that can be surprisingly relevant to working productively and
effectively in any sort of organisation.

Developing the whole-person is also an important aspect of modern

corporate responsibility, and separately (if you needed a purely
business-driven incentive for adopting these principles), whole-person
development is a crucial advantage in the employment market, in
which all employers compete to attract the best recruits, and to retain
the best staff.

Therefore in appraisals, be creative and imaginative in discussing,

discovering and agreeing 'whole-person' development that people will
respond to, beyond the usual job skill-set, and incorporate this sort of
development into the appraisal process. Abraham Maslow recognised
this over fifty years ago.

If you are an employee and your employer has yet to embrace or even
acknowledge these concepts, do them a favour at your own appraisal
and suggest they look at these ideas, or maybe mention it at your exit
interview prior to joining a better employer who cares about the
people, not just the work.

Incidentally the Multiple Intelligences test and VAK Learning Styles test
are extremely useful tools for appraisals, before or after, to help people
understand their natural potential and strengths and to help managers
understand this about their people too. There are a lot of people out
there who are in jobs which don't allow them to use and develop their
greatest strengths; so the more we can help folk understand their own
special potential, and find roles that really fit well, the happier we shall
all be.
are performance appraisals still beneficial and
appropriate?
It is sometimes fashionable in the 'modern age' to dismiss traditional
processes such as performance appraisals as being irrelevant or
unhelpful. Be very wary however if considering removing appraisals
from your own organisational practices. It is likely that the critics of the
appraisal process are the people who can't conduct them very well. It's
a common human response to want to jettison something that one
finds difficult. Appraisals - in whatever form, and there are various -
have been a mainstay of management for decades, for good reasons.

Think about everything that performance appraisals can achieve and

contribute to when they are properly managed, for example:

• performance measurement - transparent, short, medium and

long term
• clarifying, defining, redefining priorities and objectives
• motivation through agreeing helpful aims and targets
• motivation though achievement and feedback
• training needs and learning desires - assessment and agreement
• identification of personal strengths and direction - including
unused hidden strengths
• career and succession planning - personal and organisational
• team roles clarification and team building
• organisational training needs assessment and analysis
• appraisee and manager mutual awareness, understanding and
relationship
• resolving confusions and misunderstandings
• reinforcing and cascading organisational philosophies, values,
aims, strategies, priorities, etc
• delegation, additional responsibilities, employee growth and
development
• counselling and feedback
• manager development - all good managers should be able to
conduct appraisals well - it's a fundamental process
• the list goes on..
People have less and less face-to-face time together these days.
Performance appraisals offer a way to protect and manage these
valuable face-to-face opportunities. My advice is to hold on to and
nurture these situations, and if you are under pressure to replace
performance appraisals with some sort of (apparently) more efficient
and cost effective methods, be very sure that you can safely cover all
the aspects of performance and attitudinal development that a well-
run performance appraisals system is naturally designed to achieve.

There are various ways of conducting performance appraisals, and

ideas change over time as to what are the most effective appraisals
methods and systems. Some people advocate traditional appraisals
and forms; others prefer 360-degree-type appraisals; others suggest
using little more than a blank sheet of paper.

In fact performance appraisals of all types are effective if they

are conducted properly, and better still if the appraisal process is
clearly explained to, agreed by, the people involved.

Managers need guidance, training and encouragement in how

to conduct appraisals properly. Especially the detractors and the
critics. Help anxious managers (and directors) develop and adapt
appraisals methods that work for them. Be flexible. There are lots of
ways to conduct appraisals, and particularly lots of ways to diffuse
apprehension and fear - for managers and appraisees alike. Particularly
- encourage people to sit down together and review informally and
often - this removes much of the pressure for managers and
appraisees at formal appraisals times. Leaving everything to a single
make-or-break discussion once a year is asking for trouble and
trepidation.

Look out especially for the warning signs of 'negative cascaded

attitudes' towards appraisals. This is most often found where a senior
manager or director hates conducting appraisals, usually because they
are uncomfortable and inexperienced in conducting them. The senior
manager/director typically will be heard to say that appraisals don't
work and are a waste of time, which for them becomes a self-fulfilling
prophecy. This attitude and behaviour then cascades down to their
appraisees (all the people in their team) who then not surprisingly also
apply the same 'no good - not doing it' negative attitude to their own
appraisals responsibilities (teams). And so it goes. A 'no good - not
doing it' attitude in the middle ranks is almost invariably traceable
back to a senior manager or director who holds the same view. As with
anything, where people need help doing the right thing, help them.
All that said, performance appraisals that are administered without
training (for those who need it), without explanation or
consultation, and conducted poorly will be counter-productive
and are a waste of everyone's time.

Well-prepared and well-conducted performance appraisals

provide unique opportunities to help appraisees and managers
improve and develop, and thereby also the organisations for whom
they work.

Just like any other process, if performance appraisals aren't

working, don't blame the process, ask yourself whether it is
being properly trained, explained, agreed and conducted.

effective performance appraisals

Aside from formal traditional (annual, six-monthly, quarterly, or
monthly) performance appraisals, there are many different methods of
performance evaluation. The use of any of these methods depends on
the purpose of the evaluation, the individual, the assessor, and the
environment.

The formal annual performance appraisal is generally the over-riding

instrument which gathers together and reviews all other performance
data for the previous year.

Performance appraisals should be positive experiences. The appraisals

process provides the platform for development and motivation, so
organizations should foster a feeling that performance appraisals are
positive opportunities, in order to get the best out of the people and
the process. In certain organizations, performance appraisals are
widely regarded as something rather less welcoming ('bollocking
sessions' is not an unusual description), which provides a basis only on
which to develop fear and resentment, so never, never, never use a
staff performance appraisal to handle matters of discipline or
admonishment, which should instead be handled via separately
arranged meetings.

types of performance and aptitude

assessments, including formal performance
appraisals
• Formal annual performance appraisals
 • Probationary reviews
• Informal one-to-one review discussions
• Counselling meetings
• Observation on the job
• Skill- or job-related tests
• Assignment or task followed by review, including secondments
(temporary job cover or transfer)
• Assessment centres, including observed group exercises, tests
presentations, etc.
• Survey of opinion of others who have dealings with the individual
• Psychometric tests and other behavioural assessments
• Graphology (handwriting analysis)

None of these methods is mutually exclusive. All of these performance

assessment methods can be used in conjunction with others in the list,
depending on situation and organizational policy. Where any of these
processes is used, the manager must keep a written record, and must
ensure agreed actions are followed up. The notes of all review
situations can then be referred to at the formal appraisal.

Holding regular informal one-to-one review meetings greatly reduces

the pressure and time required for the annual formal appraisal
meeting. Holding informal reviews every month is ideal all staff. There
are several benefits of reviewing frequently and informally:

• The manager is better informed and more up-to-date with his or

her people's activities (and more in touch with what lies beyond,
e.g., customers, suppliers, competitors, markets, etc)
• Difficult issues can be identified, discussed and resolved quickly,
before they become more serious.
• Help can be given more readily - people rarely ask unless they
see a good opportunity to do so - the regular informal review
provides just this.
• Assignments, tasks and objectives can be agreed completed and
reviewed quickly - leaving actions more than a few weeks reduces
completion rates significantly for all but the most senior and
experienced people.
• Objectives, direction, and purpose is more up-to-date - modern
organizations demand more flexibility than a single annual review
 allows - priorities often change through the year, so people need to
be re-directed and re-focused.
• Training and development actions can be broken down into
smaller more digestible chunks, increasing success rates and
motivational effect as a result.
• The 'fear factor', often associated by many with formal
appraisals, is greatly reduced because people become more
comfortable with the review process.
• Relationships and mutual understanding develops more quickly
with greater frequency of meetings between manager and staff
member.
• Staff members can be better prepared for the formal appraisal,
giving better results, and saving management time.
• Much of the review has already been covered throughout the
year by the time comes for the formal appraisal.
• Frequent review meetings increase the reliability of notes and
performance data, and reduces the chances of overlooking things at
the formal appraisal.
•

performance appraisals process

• Prepare - prepare all materials, notes agreed tasks and records
of performance, achievements, incidents, reports etc - anything
pertaining to performance and achievement - obviously include the
previous performance appraisal documents and a current job
description. A good appraisal form will provide a good natural order
for proceedings, so use one. If your organization doesn't have a
standard appraisal form then locate one, or use the template below
to create one, or download and/or adapt the appraisal forms from
this page. Whatever you use, ensure you have the necessary
approval from your organization, and understand how it works.
Organize your paperwork to reflect the order of the appraisal and
write down the sequence of items to be covered. If the appraisal
form includes a self assessment section and/or feedback section
(good ones do) ensure this is passed to the appraisee suitably in
advance of the appraisal with relevant guidance for completion. A
sample performance appraisal template is available free below,
which you can adapt and use to create your own form. Part of your
preparation should also consider 'whole-person' development -
beyond and outside of the job skill-set - as might inspire and appeal
to the appraisees. Many people are not particularly interested in job
skills training, but will be very interested, stimulated and motivated
by other learning and development experiences. Get to know what
your people are good at outside of their work. People's natural
talents and passions often contain significant overlaps with the
attributes, behaviours and maturity that are required and valued in
the workplace. Use your imagination in identifying these
opportunities to encourage 'whole-person' development and you will
find appraisals can become very positive and enjoyable activities.
Appraisals are not just about job performance and job skills training.
Appraisals should focus on helping the 'whole person' to grow and
attain fulfilment.
• Inform - inform the appraisee - ensure the appraisee is informed
of a suitable time and place (change it if necessary), and clarify
purpose and type of appraisal - give the appraisee the chance to
assemble data and relevant performance and achievement records
and materials. If the appraisal form does not imply a natural order
for the discussion then provide an agenda of items to be covered.
• Venue - ensure a suitable venue is planned and available -
private and free from interruptions - observe the same rules as with
recruitment interviewing - avoid hotel lobbies, public lounges,
canteens - privacy is absolutely essential (it follows also that planes,
trains and automobiles are entirely unsuitable venues for
performance appraisals......)
• Layout - room layout and and seating are important elements to
prepare also - don't simply accept whatever layout happens to exist
in a borrowed or hired room - layout has a huge influence on
atmosphere and mood - irrespective of content, the atmosphere and
mood must be relaxed and informal - remove barriers - don't sit in
the boss's chair with the other person positioned humbly on the
other side of the desk; you must create a relaxed situation,
preferably at a meeting table or in easy chairs - sit at an angle to
each other, 90 degrees ideally - avoid face to face, it's
confrontational.
• Introduction - relax the appraisee - open with a positive
statement, smile, be warm and friendly - the appraisee may well be
terrified; it's your responsibility to create a calm and non-threatening
atmosphere. Set the scene - simply explain what will happen -
encourage a discussion and as much input as possible from the
appraisee - tell them it's their meeting not yours. Confirm the
timings, especially finishing time. If helpful and appropriate begin
with some general discussion about how things have been going, but
avoid getting into specifics, which are covered next (and you can say
so). Ask if there are any additional points to cover and note them
down so as to include them when appropriate.
• Review and measure - review the activities, tasks, objectives
and achievements one by one, keeping to distinct separate items
one by one - avoid going off on tangents or vague unspecific views.
If you've done your preparation correctly you will have an order to
follow. If something off-subject comes up then note it down and say
you'll return to it later (and ensure you do). Concentrate on hard
facts and figures, solid evidence - avoid conjecture, anecdotal or
non-specific opinions, especially about the appraisee. Being
objective is one of the greatest challenges for the appraiser - as with
interviewing, resist judging the appraisee in your own image,
according to your own style and approach - facts and figures are the
acid test and provide a good neutral basis for the discussion, free of
bias and personal views. For each item agree a measure of
competence or achievement as relevant, and according to whatever
measure or scoring system is built into the appraisal system. This
might be simply a yes or no, or it might be a percentage or a mark
out of ten, or an A, B, C. Reliable review and measurement requires
reliable data - if you don't have the reliable data you can't review
and you might as well re-arrange the appraisal meeting. If a point of
dispute arises, you must get the facts straightened out before
making an important decision or judgement, and if necessary defer
to a later date.
• Agree an action plan - An overall plan should be agreed with
the appraisee, which should take account of the job responsibilities,
the appraisee's career aspirations, the departmental and whole
organization's priorities, and the reviewed strengths and
weaknesses. The plan can be staged if necessary with short, medium
and long term aspects, but importantly it must be agreed and
realistic.
• Agree specific objectives - These are the specific actions and
targets that together form the action plan. As with any delegated
task or agreed objective these must adhere to the SMARTER rules -
specific, measurable, agreed, realistic, time-bound, enjoyable,
recorded. If not, don't bother. The objectives can be anything that
will benefit the individual, and that the person is happy to commit to.
When helping people to develop, you are not restricted to job-related
objectives, although typically most objectives will be.
• Agree necessary support - This is the support required for the
appraisee to achieve the objectives, and can include training of
various sorts (external courses and seminars, internal courses,
coaching, mentoring, secondment, shadowing, distance-learning,
reading, watching videos, attending meetings and workshops,
workbooks, manuals and guides; anything relevant and helpful that
will help the person develop towards the standard and agreed task.
Also consider training and development that relates to 'whole-person
 development' outside of job skills. This might be a hobby or a talent
that the person wants to develop. Developing the whole person in
this way will bring benefits to their role, and will increase motivation
and loyalty. The best employers understand the value of helping the
whole person to develop. Be careful to avoid committing to training
expenditure before suitable approval, permission or availability has
been confirmed - if necessary discuss likely training requirements
with the relevant authority before the appraisal to check. Raising
false hopes is not helpful to the process.
• Invite any other points or questions - make sure you capture
any other concerns.
• Close positively - Thank the appraisee for their contribution to
the meeting and their effort through the year, and commit to helping
in any way you can.
• Record main points, agreed actions and follow-up - Swiftly
follow-up the meeting with all necessary copies and confirmations,
and ensure documents are filed and copied to relevant departments,
(HR, and your own line manager typically).

performance appraisal form template guide

and process
This performance appraisal template and process guide has been
created to support the downloadable appraisal forms available from
this page, but the process and the forms can be adapted to suit your
own situation.

The structure is formal but the process and content does not have to
be constrained by work and job issues. Always be looking for
opportunities to help the person develop beyond their formal work
responsibilities. Not everyone is interested in promotion, and lots of
people find job-skills training less than riveting, but nearly everyone
has something in them that they want to pursue and develop. When
appraising someone if you can tap into these desires and help the
other person to achieve their own personal aims, then everyone wins.
If the connection with work don't seem obvious at first, the benefits
from personal growth generally produce dramatic and positive benefits
for employers and work performance.

Obviously a certain amount of work-related training is necessary for

good work performance and advancement, but the biggest advantages
accrue to the employing organisation when people grow as people,
outside of their job skills sets. In fact most of the really important
attributes for work are distinctly outside of the typical job skills:
factors relating to emotional maturity, self-esteem, relationships, self-
awareness, understanding others, commitment, enthusiasm,
resoluteness, etc., are typically developed far more effectively in
people when they follow their own paths and fulfil their own natural
desires, rather than on endless (and for many people somewhat
meaningless) job-skills courses.

So be imaginative and creative. Use the template and process as a

structure for the appraisal process, but don't constrain the areas of
personal development to those only related to the job and work
standards and organisational objectives. Be led by the people about
what they love and enjoy, and what they want to develop and
experience in their lives. And then look for ways to help them achieve
these things. This is the true way to develop people.

360 degree feedback and 360 appraisals tips

and template examples
360 degree appraisals are a powerful developmental method and quite
different to traditional manager-subordinate appraisals (which fulfil
different purposes). As such a 360 degree process does not replace the
traditional one-to-one process - it augments it, and can be used as a
stand-alone development method.

360 degree appraisals involve the appraisee receiving feedback from

people (named or anonymous) whose views are considered helpful and
relevant. The feedback is typically provided on a form showing job
skills/abilities/attitudinal/behavioural criteria and some sort of scoring
or value judgement system. The appraisee should also assess
themselves using the same feedback instrument or form.

360 degree respondents can be the appraisee's peers, up-line

managers/execs, subordinate staff, team members, other staff,
customers, suppliers - anyone who comes into contact with the
appraisee and has opinions/views/reactions of and to the appraisee.
Numerous systems and providers are available - I wouldn't recommend
any in particular because my view about this process is that you should
develop a process and materials for your own situation, preferably
involving the appraisees in this, which like all participative approaches,
often works well.

You can develop your own 360 degree feedback system by running a
half-day or full day workshop (depending on extent and complexity of
the required process) involving the appraisees or a sample group,
during which process and materials can be created and provisionally
drafted. The participative workshop approach as ever will give you
something that's wholly appropriate and 'owned' instead of something
off-the-shelf or adapted, which would be arbitrary, mostly
inappropriate and impracticable (in terms of criteria and process), and
'not invented here', ie., imposed rather than owned.

I would recommend against restricting the 360 feedback to peers and

managers only - it's a waste of the potential of the 360 degree
appraisal method. To use the feedback process for its fullest '360
degree' benefit involve customers (in the broadest sense - could be
patients, students, users, depending on the organization), staff,
suppliers, inspectors, contractors, and others for whom good working
relationships and understanding with the appraisee affect overall job
performance, quality, service, etc.

Developing 360 degree appraisals systems process make ideal

subjects for a workshops, which in itself contains some very helpful
developmental benefits and experience for all involved. If you're not
able to get everyone together for a workshop you should solicit input
and ideas - particularly about appraisal criteria and respondents and
anonymity - then draft out process and materials - then issue for
approval, then pilot, review, adapt and then implement. Adapt,
improve and develop on an ongoing basis.

It is my view that no aspects of 360 feedback should ever be

mandatory for any appraisee or respondent. Given more than three or
four similar role-types being appraised it's not sensible to produce
individually tailored criteria, in which case when it comes to the
respondents completing the feedback not all the criteria will be
applicable for all respondents, nor for all appraisees either. By the
same when designing the feedback instruments (whether hard-copy
documents or online materials), it's useful to allow space for several
'other' aspects that the appraisee might wish to add to the standard
criteria, and space for respondents to add 'other' comments. Open
honest feedback can touch sensitivities, so be sure that appraisees
understand and agree to the criteria, respondents (by type, if not
named) and process.
Ensure suitable and sensitive counselling is provided as part of the
informing of feedback results.

If 360 degree feedback results are to be analysed collectively to

indicate the overall/total situation (ie., to assist in determining
organizational training and development needs for instance), think
carefully about the feedback form scoring system and particularly its
suitability for input to some sort of analysis tool, which could be a
spreadsheet, and therefore numerically based requiring numerical
scores, rather than words, (words of course are more difficult to count
and measure, and while words and description assessment enables
more subtlety, they also allow more room for misunderstanding and
misinterpretation).

For guidance have a look at the skills and behavioural assessment tool
- it's not a 360 degree tool, but is an example of the basis of one, and
some of the skills elements that can be included in a 360 degree
appraisals form.

Similarly the training needs analysis tool is an example of a collective

or organizational measurement tool, based on the input of a number of
individual feedback assessments. This tool can easily be adapted to
analyse a number of 360 degree responses.

introduction of 360 degree appraisals

Here is a simple guide for introducing 360 degree appraisals into an
organization (and any other management system for that matter):

• Consider and decide what you need the 360 degree system to
achieve. What must it be? How must it work? What difference must it
make?
• Choose/design a system (or system provider), ie., research and
investigate your options (other local or same-sector companies using
360 already are a helpful reference point, or your trade association
HR group, or a specialist HR advisory body such as CIPD in the UK if
you are a member).
• Check the legal and contractual issues for your sitution - privacy,
individual choice, acceptable practices and rules, training, data
protection, individual rights, adoption guide, etc. (360 degree
systems are now well-developed and established. Best practice and
 good reference case-studies are more widely available than in the
early years of 360 feedback development.
• When you've decided on a system, pilot it with a few people to
make sure it does what you expect. (It's best to establish some
simple parameters or KPI's by which you can make this assessment,
rather than basing success on instinct or subjective views.)
• When satisfied with the system, launch it via a seminar or
workshop, preferably including role-plays and/or practical
demonstration.
• Support the implementation with ongoing training, (include an
overview in your induction training as well), a written process
guide/booklet, and also publish process and standards on your
intranet if you have one.
• Establish review and monitoring responsibility.
• Ensure any 360 degree appraisal system system is
introduced and applied from top down, not bottom up, so
everyone can see that the CEO is happy to undertake what he/she
expects all the other staff to do. As with anything else, if the CEO
and board agrees to undertake it first, the system will have much
stronger take-up and credibility. If the plan for 360 feedback
introduction is likely to be seen as another instrument of executive
domination then re-think your plans.

360 degree appraisal form design - template

guidelines
Job descriptions are also a useful starting point for (but by no means
the full extent of) establishing feedback criteria, as are customer/staff
survey findings in which expectations/needs/priorities of appraisee
performance are indicated or implied.

A 360 degree appraisal template typically contains these column

headings or fields, also shown in the template example below:

• Key skill/capability type (eg communications, planning, reporting,

creativity and problem solving, etc - whatever the relevant key skills
and capabilities are for the role in question).
• Skill component/element (eg 'active listening and understanding'
[within a 'communications' key skill], or 'generates ideas/options'
[within a 'creativity/problem solving' key skill]). The number of
elements per key skill varies - for some key skills there could be just
 one element; for others there could be five or six, which I'd
recommend be the maximum. Break down the key skill if there are
more than six elements - big lists and groups are less easy to work
with.
• question number (purely for reference and ease of analysis)
• specific feedback question (relating to skill component, eg does
the person take care to listen and understand properly when
you/others are speaking to him/her? [for the active listening skill])
• tick-box or grade box (ideally a,b,c,d or excellent, good, not good, poor, or rate
out of 5 or 10 - N.B. clarification and definitions of ratings system to participants and
respondents is crucial, especially if analysing or comparing results within a group,
when obviously consistency of interpretation of scoring is important)

360 degree feedback form template example

A typical 360 degree feedback form template would look like this. This
template allows a mixture of key skills comprising one, two, three,
four, and up to six elements. The number of elements per key
skill/capability would vary of course, so if necessary adjust the size of
the boxes in the first column accordingly to accommodate more or less
elements. See the notes directly above for more explanation about the
purpose of each column and heading, and the feedback scoring
method.

Feedback Form headings and instructions: appraisee name,

date, feedback respondent name, position (if applicable) plus
local instructions and guidelines for completion, etc.

key questio
skill/capability feedback
skill/capability n feedback question
element score
area number

7
 8

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

Optional section: for additional feedback comments about the

appraisee (if you provide this option it is advisable to ask
respondents to be as constructive as possible.....)
You can see from this that the process of designing the feedback
document (essentially a questionnaire) is to build it from the role's key
skill areas, break down these into elements, and measure each via
carefully worded questions, which the respondents answer and thereby
grade the performance - ie., give feedback - in respect of the person in
question.

The question as to anonymity of respondents is up to you. A grown-up

organization with grown-up people should be able to cope with, and
derive more benefit from, operating the process transparently - but
you need to decide this. Some people are happier giving feedback
anonymously. And some people are not able to deal particularly well
with criticism from a named person. For more information and
guidance about handling and explaining this particular aspect refer to
the Johari Window model - it's a powerful and helpful concept to use
alongside the 360 degree feedback/appraisal process.

appraisals timing with pay reviews,

performance awards, and training planning
Some people advocate separating appraisals from pay review, however
this does not make sense in organizations which require staff to be
focused on their contribution to organizational performance, especially
where there are clear accountabilities and measures (which in my view
should apply in all organizations).

Organizations rightly or wrongly are geared to annual performance,

and the achievement of a trading plan. This cascades to departments,
teams and individuals, so it makes sense to assess people over a time
period that fits with what the organization is working to. Put another
way, it's not easy to appraise someone on their year's performance
half way through the year. Transparency and accountability are
prerequisites for proper assessment and appraisals.

Arguably 'best practice' is to schedule appraisals close to trading year-

end, when year-end results and full year performance - for individuals
and departments and organizations - can reliably be predicted. By
holding appraisals at this time, and staff knowing that appraisals are
focused on this trading period, people's thoughts and efforts can be
concentrated on their contribution towards the organization's annual
trading plan, which is a main appraisals driver and output (as well as
individual development of course). Holding appraisals after year-end
means that people start the year without formal agreed objectives, and
also creates bigger delays for financial and payroll departments in their
task to process pay awards and adjustments.

Departmental, team and individual objectives provide the context for

the appraisal, linking clearly to performance bonus and performance-
based pay awards, the rationale for which needs to be transparent and
published prior to the start of the year to which they relate, for the full
benefit and effect on staff effort to be realised.

Pay review would also coincide with the trading year, which makes
sense from the planning and budgeting perspective. The business is in
a position to know by the close of the final quarter what the overall pay
review position is because the rationale has already been (it jolly well
should have been) established and year-end financials can be
predicted. Moreover the next year's trading plan (at least in outline) is
established, which gives another useful context for appraising people,
especially those (most staff hopefully) who have contributed to the
planning process (ie, committed as to what they can do for the coming
year, targets, budgets, staffing levels, priorities, objectives, etc).

The appraising managers can therefore go into appraisals fully briefed

and prepared to discuss and explain the organization's overview
results and financials to the appraisees. And the appraisees can see
results and think in terms of their full year performance and
contribution to corporate results, plus what they plan for next year,
which provides the basis of the aims and objectives to be reviewed
through the coming year and at the next year's appraisal.

other guidelines for organizational appraisals

planning
Other than for directors, complex or difficult appraisals, appraisal
meetings should not be 3 hour marathon sessions - this daft situation
happens when boss and subordinate never sit down together one-to-
one other than for the annual appraisal. If you only talk properly with
someone once a year no wonder it takes all afternoon...

Boss and subordinate should ideally sit down one-to-one monthly (or at
worse, quarterly, for the more mature, self-sufficient people), to review
activity, ideas, performance, progress, etc., which makes the annual
appraisal really easy when it comes around, and manageable in an
hour or 90 minutes maximum.

Ensure that appraisers and appraisees understand that they must

prepare in advance or you're looking at 3 hour marathons again.

Training for appraisers and appraisees on how to use the appraisals

process properly is very helpful obviously, especially taking a more
modern view of what makes people effective and valuable to
employers, and how to encourage this development, which relates to
developing the whole person, in the direction they want to go, not
just job skills, as explained earlier in this section.

pay reviews and awards

If you want to be regarded as a caring and ethical organization, it's
also helpful for the organization (board) to agree a basic across-the-
board inflationary salary increase close to year end and announce this
- everyone gets this. This can be based on a collection of factors,
decided by the board, typically: inflation, the organization's financial
position, demographics and competitor market forces on salary levels.

Individuals can then receive an additional increase on top of this

according to criteria agreed before the start of the year (at their last
appraisal) based on performance, achievement of targets, job-grade
advancement, qualifications attained, training aims achieved, and any
other performance levers that it is sensible, fair and practicable to
incentivise.

From 1st October 2006 (UK and Europe) it is unlawful for pay and
benefits to be linked to a person's age, aside from statutory
mechanisms such as minimum wage levels.

The rationale for these individual awards must be established and

budgeted for by the board, circulated, and explained to all staff via
managers.

Whilst not always easy or practicable to design and implement,

arguably the best collective annual pay increase mechanism is one
that effectively rewards everyone directly and transparently for
corporate performance, ie, 'profit share' in spirit, based on the whole
organization and a business unit/department to which they relate, plus
an individual performance-linked award based on the sort of levers
mentioned above. It's about people believing that they are all part of
the group effort, pulling together, and all enjoying a share of the
success. Profit share deals just for directors are rightly regarded by
most staff as elitist, exclusive, and divisive. If you want your people to
give you 100%, include them in as many reward schemes as you can.

appraisals and training planning

Where appraisals coincide with year-end, training department must not
rely exclusively on appraisals data for training planning (the data
arrives too late to be used for training planning for the next year
quarter 1 and probably quarter 2).

Training planning must work from data (based on audits, analyses,

manager inputs, questionnaires, market and legislative drivers, etc)
gathered/received earlier during the year.

Training planning by its nature is a rolling activity and thought needs

to be given to how best to manage the data-gathering and analysis
(including the vital details from staff appraisals), training planning
activity, and integrating the costs and budgeting within the corporate
trading planning process.

probationary review elements in appraisals

A new employee is often subject to a probationary period - normally
three months although probationary periods vary from a few weeks to
a year. Probationers need to be supported properly or the chances of
the new employee struggling or failing will increase. The nature and
process of probationary reviews depend on local methods and policies,
however the elements of the review process (and any documentation
or system used) will commonly be:

• name, position, department etc.

• dates - commencement and review
• basis of review - clear explanation of what constitutes a
successful outcome, linked to consequences of success and failure,
according to probationary policies
• agreed activities and aims for probationary period
• clear and transparent quantifiable measures for each aim/activity
- for acceptable probationary review, and for ultimate job
performance standard if different (aims must be SMART - specific,
 measurable, agreed, realistic, time-bound - aims and activities
should logically reflect and represent the core skills, knowledge,
behaviour an learning necessary for the probationers job function)
• agreed support, training and resources for aims/activities
• names and contact details for mentors, trainers, helpers for each
activity
• self-assessment section for each aim/activity
• trainer/supervisor assessment of each aim/activity
• probationary review comments and agreed future actions, per
aim/activity
• overall review summary, comment and agree status/actions
• signatures and dates of reviewer and probationer

It is worth re-emphasising the implications of the UK (consistent with

Europe) Employment Equality (Age) Regulations 2006, effective from
1st October 2006, which make it unlawful to discriminate against
anyone on the grounds of age, (in addition of course to race, religion,
gender, disability, etc). New or recent legislation always creates a
vulnerability for trainers and managers, and Age Discrimination
particularly has several implications for performance appraisals,
documents used, and the training of people who conduct staff
appraisals. Understand about the Age discrimination law also if you
are being appraised. Young or old - it affects very many people and
situations.

tips on completing your own self-assessment

appraisal form, and preparing for your
appraisal
Be as truthful as you can without exposing yourself unnecessarily.
Obviously if your company and/or boss does not have a positive and
fair approach be careful not to create vulnerabilities for yourself.

Always be positive, never negative - don't complain, don't point out

problems, avoid making personal attacks on anyone or their abilities. If
there are problems express them as opportunities to develop or
improve, an if possible suggest or recommend how these
improvements can be made.
Ask for help and training and coaching and development in areas that
you believe will improve your productivity and value to the
organization.

Look for ways to relate personal growth and development of your own
passions and interests outside of work, to your work, and the benefits
this sort of development will bring to your employer. Think about your
hobbies and your natural strengths - they will almost certainly entail
using many attributes that will be helpful for your employer - perhaps
beyond the role that you find yourself in currently. If your employer is
unaware of your talents and potential make sure you tell your
manager, and if your employer fails to understand the benefits of
helping you to follow your unique personal potential (which each of us
has) then maybe think about finding an employer who places a higher
value on their people.

Use the list or skill categories on the appraisal form to assess your
capabilities and behaviours one by one - be specific, objective and be
able to reference examples and evidence. This is an important area for
the appraisal meeting itself so think about it and if necessary ask
others for feedback to help you gather examples and form a reliable
view of your competence in each category listed. If the appraisal for
does not have a list of skills and behaviours create your own (use your
job description for a basis).

Assess your performance for the appraisal period (normally the past
year) in each of your areas of responsibility; if there are no specific
responsibilities or objectives brought forward from your previous
appraisal or on-going meetings with your manager again use your job
description as a basis for assessing your performance, competence
and achievements.

Identify objectives for yourself for the next year. These should be
related to your current job responsibilities and your intended personal
development, and be a mixture of short, medium and long-term aims
(ie, days or weeks, months, and a year or more). Attach actions and
measurable outputs to these aims and objectives -this is a
commitment to change and improve which demonstrates a very
responsible and mature attitude.

If your aims and actions require training or coaching or other support

then state this, but do not assume you have a right to receive it - these
things cost money and your manager may not be able to commit to
them without seeking higher approval.
Think about and state your longer-term aspirations - qualifications and
learning, career development, and your personal life fulfilment issues
too - they are increasingly relevant to your work, and also to your
value as an employee.

Seek responsibility, work, and tasks within and beyond your normal
role. Extra work and responsibility, and achieving higher things
develop people and increase productivity for and contribution to the
organization.

Always seek opportunities to help and support others, including your

boss.

Always look upon reward as an economic result of your productivity.

You have no 'right' to reward or increase in reward, and reward is not
driven by comparisons with what others receive. Reward, and
particularly increase in reward, results from effort and contribution to
organizational performance. As such, if you want higher reward, seek
first the opportunity to contribute more process.

Best performance appraisal resources

1. Balanced Scorecard Toolkit and Trainings. This ebook provide top managers,
CEOs and independent business consultants with ready-to-use e-products for
Balanced Scorecard, such as Balanced Scorecard Toolkit and Balanced Scorecard
Practical Training.

1. Employee Performance Appraisals Forms. Benefits of this ebook include: Make

your “fair” help good & make your “good” help great; Improve efficiency; Save hours
upon hours of time; Get what you want out of every hourly dollar you pay your
employees! Even your best employees need to know they are appreciated; Impress your
boss or, if you are the boss, motivate your staff by giving them the feedback they NEED
to be a better employee etc

2. Phrases For Performance Appraisals. Benefits of this ebook include: A collection

of hundreds of ready-to-use impactful appraisal comments and phrases; Phrases to
highlight your key strengths and achievements; Phrases to downplay your weaknesses to
soften the impact on your overall performance; A comprehensive list of phrases covering
most of the categories of KPIs used by many companies; Guidebook provided in
Microsoft Word softcopy for your easy copy, paste and modify in your appraisal form;
Guidebook provided in Microsoft Excel spreadsheet so that you can use it also for your
employees’ appraisals and easy moderation! etc

3. Employee Performance Review: Tips, Templates & Tactics. Contents of this

ebook include: Probation policies and templates, performance review tips, performance
appraisal tips; Performance review tips, performance appraisal tips performance review
policies and templates; Performance review tips, performance appraisal tips learning &
development policies and templates; Performance review tips, performance appraisal
tipspoor work performance policies and templates etc

4. Managers Guide to Performance. Contents of this ebook: How to deal with an

employee who displays negative behavior….help them deal with their own issues and
change their behavior; How to coach an employee to higher performance….employees
want your leadership and will follow a strong manager; How to be clear about what you
expect from them….an employee always wants to know how to best perform; How to give
your employees the opportunities to perform……if they can’t or won’t, then how to let
them go.

Feedback Given
By
Executives
Quest: 1- you feel convenient with computerized online
performance
management system at NTPC.

Agree58%
Neutral 2% StronglyAgree40%

Inference :- No one disagreed and only 2 % Executives were neutral so

we can
say that most of them are tech savvy and feel convenient with online PMS

Quest:-2 your job description clearly define KPA¶s on which

your
performance is rated.

Agree 60% Neutral 24% Strongly Agree 16%

Inference:- They were well aware about there KPAs and felt that it is
according
to there job profile as 84% Executives agreed to it.

Quest:3 -The goals(KPA¶s) set are always mutually agreed

upon i.e.
your consent is taken into consideration while setting KPA¶s.

Agree -38% Disagree - 10% Neutral -38%

Strongly Agree - 14%

Inference: - The response was divided although 52 % Executives agreed

about

their consent being taken into the KPA setting process, 10% disagreed and 38% preferred not
to answer. It says that in general executives participate in the KPA setting process but there is
some dissatisfaction

Quest:4- The performance goal set by the appraiser for you are
in
alignment with your career aspirations.

Agree--38%
Disagree--10% Neutral --44%
StronglyAgree ± 6%
Strongly Disagree --2%

Inference :- This shows the level of job satisfaction of employees. As

44% of
them agreed and 0nly 12% disagreed to the fact that their KPAs matches
their
career aspirations, we can say mostly they are satisfied

Quest:5- The deadlines set to complete and submit the

performance
documents are sufficient.

Agree²58% Disagree²8% Neutral²26% Strongly Agree--8%

Inference:- It simply shows the awareness level of Executives. 66% of

them were
agree and felt that individual goals matches well with unit goals and
company
goals.

Quest: 6- PMS is very useful for career planning.

Agree²64% Disagree²4% Neutral²24% Strongly Agree²8%

Inference:-Most of the executive advocate the need of performance
management
in career planning.

Quest:7-All the factors facilitating and hindering performance

are
taken into consideration while appraising the performance.

Agree²40% Disagree²10% Neutral ±44% Strongly Disagree²2%

StronglyAgree²4%

Inference:- Although 12 % of executives disagreed a healthy proportion

of them
agreed to this. Generally most of the factors affecting the performance of
an
employee are taken into considereation

Quest:8- Your seniors assist you at the time of your need.

Agree²64% Neutral²18% Strongly Agree²18%

Inference:- The response says that that there is a healthy environment

of
working, seniors assist their subordinates whenever there is any need.

Quest: 9- Your final rating is doesn¶t only on your competencies and KPA¶s
but also on several other factors are like your corporate image and interpersonal
relation with the rater.

Agree²40%
Disagree²4% Neutral²16%
StronglyAgree²40%

Inference:- Along with the competencies and KPA achievements the

factors like
corporate image and communication skills of the executives matter while
rating
their performance.

Quest: 10- Your doubts and queries are addressed by the PMS
administrator while operating online PMS.
Agree²40%
Disagree²4%
Neutral²35%
StronglyAgree²14%
Strongly Disagree²4%

Inference:- Except a few disagreement most of the employees agree

that their
doubts and queries are addressed by the PMS administrator.

Suggestions
1.PMS should be linked to Business strategy.

2.Performance assessment should be objective and efficient.

3.PMS should be an open and participative system with feedback loops where

everyone feels free to express their views with the appraiser.

4.PMS should distinguish high performers from low performers. The

recognition to high performers should be done with more efficiency.
PMS should have a developmental focus with appropriate training system
to cater the training need of employees.
5.The process should be monitored efficiently addressing the doubts
and queries of the employees.
6.The KPA setting process should ensure the active participation of executives.
There should not be any communication gap between seniors and subordinates as it
is of utmost importance in performance management.

7.Persuasive sessions should be organized to emphasize the need of

performance management and how the active participation of employees
without any biases help in improving performance management system.

8.queries of the employees.

9.The KPA setting process should ensure the active participation of executives.
10.There should not be any communication gap between seniors and subordinates as
it is of utmost importance in performance management.

11.Persuasive sessions should be organized to emphasize the need of

performance management and how the active participation of employees
without any biases help in improving performance management system.

Conclusion
The aim of performance management system is ensuring the maximization of
efforts by the employees of the organization to realize the desired goals. More
effective the performance management of an organization more productive the
organization would be. NTPC as a whole is a big organization with vast
number of employees working there, to manage the performance of such a
great number of people efficiently is a herculean task.

The survey and personal interviews conducted during the project

work says that an effective performance management system is on place but as
we know everything in this world keep evolving itself for betterment, the
performance management system is not an exception

NTPC can touch new heights in the field of energy management by

managing its manpower more efficiently, addressing there training needs,
recognizing the high performances and making them feel the freedom of
expressing their points.

QUESTIONAIRE:
I/ Employee Details1. Employee name:
2. Position:
3. Department:
4. Start working from:

II/ Rating scales of Performance appraisal

Yes / No / NA

III/ Performance appraisal questions

1. Quality of personal objective setting is poor.

2. Personal objectives are not aligned to the business goals..

4. The current process is too time-consuming.

5. Getting Managers to complete the forms is difficult.

6. Getting meetings arranged to discuss each stage of the process is difficult.

7. Personal objectives do not contain clear measures of success.

8. Team objectives do not exist.

9. No process exists for cascading Personal Objectives.

10. Personal objectives targets are not up to date.

11. Personal objectives are not updated as business needs change.

12. Participation in the process is not at the required level.

13. Once completed the forms are just filed away.

14. Evidence of performance is not gathered throughout the year.

15. Ratings are sometimes seen as based on subjective judgements.

16. All the responsibility seems to lie with the manager

17. There is no facility to run reports to analyze overall development needs of the whole
organization.

18. We cannot run reports to match suitable staff against job roles for succession
planning purposes.
19. We do not have the capability to provide automatic E-Mail reminders, and prompts,
when targets are due.

20. Evidence on progress towards qualifications is not included.

21. Evidence from project work is not included.

22. Comments from mentors or coaches are not included.

23. Feedback on good or poor progress is saved up to the end of the year.

24. Successes are rarely recorded.

25. Low performance is highlighted, but no development support is defined.

26. Personal Development Plans do not exist.

27. High performing staff are not easily identified.

28. Personal Development Plans do not contain specific development actions and targets.

29. Missed targets are not commented upon until the year end.

30. There are no reminders for forthcoming target dates.

31. The process does not support our values/culture change.

32. Evidence on competency development is not included.

33. Evidence on skill development is not included

PERFORMANCE APPRAISAL QUESTIONAIRE
Employer/Employee to complete on how they think the employee performed.

Allocate and justify performance to each key task and objective as described in your
job description(1=poor, 10=excellent).

Employer---------------------

Employee--------------------

Position---------------------- Date--------------------

KEY TASK & SCORE COMENT

OBJECTIVE
(1=POOR,10=EXCELLENT)
1.Production

2.Maximize production

3.Optimum production

4.Protect employee health

5.Provide quality
replacement stock

6.Provide sufficient
supplement
7.Product quality

8.firm maintenance

9.Accomodation

10.Report/Recordkeeping

11.General

TRAINING IDENTIFIED:

IMPROVEMENTS IDENTIFIED & AGREED METHOD/TIMING OF

IMPROVEMENTS:
Signed Employer------------- Signed Employee---------------

Date----------------------------- Date------------------------------