|
The employee Performance Appraisal enables the manager or the
supervisor to identify, evaluate and develop an individual’s
performance. It is a tool to encourage strong performers to
maintain their high level of performance and to motivate poor
performers to do better. It offers a chance for a supervisor
and subordinate to have “time out” for a one-on-one discussion
of important work issues that might not otherwise be
addressed.
Performance Appraisal is a medium that provides recognition
for an employee’s good work. The existence of an Appraisal
program indicates to an employee that the organization is
genuinely interested in their individual performance and
development. This has a positive influence on the individual’s
sense of worth, commitment and belonging.
Performance Appraisal offers an excellent opportunity, for a
supervisor and subordinate to recognize and agree upon
individual training and development. From the point of view of
the organization as a whole, consolidated appraisal data can
form a picture of the overall demand for training. This data
may be analyzed by variables such as sex, department etc. in
this respect, performance appraisal can provide a regular and
efficient training needs audit for the entire organization.
Appraisal data can be used to monitor the success of the
organization’s recruitment and induction practices. For
example how well are the employees performing who were hired
in the past two years? Appraisal data can also be used to
monitor the effectiveness of changes in recruitment
strategies. By following the yearly data related to new hires
(and given sufficient numbers on which to base the analysis)
it is possible to assess whether the general quality of the
work force is improving staying steady or declining.
Performance Appraisal not only results in a healthy
interaction between the supervisor and the employee but also
brings forth the problems of a job (if any), needs of a job,
strengths and weaknesses of an employee, the training needs
etc. The benefits of Performance Appraisal can be discussed
under three headings.
Benefits for the employee
Gaining a better understanding of their role.
Understanding more clearly how and where they fit in within
the wider picture.
Understanding of how performance is assessed and monitored.
Getting an insight into how their performance is perceived.
Improving and understanding their strengths, weaknesses and
developmental needs.
Identifying ways to improve employee performance.
Providing an opportunity to discuss and clarify developmental
and training needs.
Understanding and agreeing to their objectives for the next
year.
Discussing career direction and prospects.
The above if done in true spirit encourages employee
satisfaction.
Benefits to the line manager/supervisor/team leader
Opportunities to hear and exchange views and opinions away
from the normal pressure of work.
Identifying potential difficulties or weaknesses.
Understanding the resources available.
Planning for and setting objectives for the next period.
Thinking about and clarifying each ones role in the team.
Planning for achieving improved performance.
Planning for further delegation and coaching.
Motivating members of the team.
Benefits to the organization
To set individual performance targets inline with KRA and
Organizational Goal
To provide an opportunity for promoting an atmosphere of trust
and openness
To develop employees in their present job with potential to
take on higher responsibility
To serve as means of increasing organizational effectiveness
To develop positive communication between individual and
superior in order to plan, review and improve the performance
in the current position
Identifying and assessing potential.
Gathering information regarding the expectations and
aspirations of employees.
Analyzing information to improve decisions about promotions
and motivation.
Reviewing succession plan.
Assessing training needs which forms the base for developing
training plans.
Updating of employee records (achievements, new competencies).
Career counseling.
In reality, many managers handle performance appraisals quite
poorly. The result is not only an unpleasant meeting, but one
where the manager and his/her staff members never quite
appreciate the other’s point of view, and never appreciate the
other’s point of view, and never quite settle an appropriate
goals for the coming year. It’s almost inevitable that the
staff members will end up less happy, motivated and less
motivated than what she/he was before. To make performance
appraisal an enriching experience for both the employee and
his supervisors, the supervisor should remember not to make
the following 5 mistakes:
Waiting for the performance appraisal to give feedback
This is a very commonly committed blunder. It’s where a
manager fails to give someone adequate feedback on their
performance during the year, and then dumps it on them in the
performance appraisal meeting. Unfortunately, the feedback is
almost always negative, so the employee ends up sitting there
in shock- at best, wondering why his/her manager didn’t say
something sooner, at worst, feeling unjustly victimized.
Overemphasizing recent performances
It’s very natural to remember and give greater weight to
recent events rather than earlier events. This can lead to an
inaccurate and unfair assessment when it comes to reviewing an
employee’s performance. The manager must take notes of an
employee’s work throughout the year.
Being too positive or too negative
Some manager’s feel uncomfortable giving negative feedback and
consequently, can omit to give employees the constructive
criticism they need to improve. And then there are other
managers who are instinctively too negative, leaving the
employee wondering if they can do anything right. As a
manager, appraising an employee’s performance, he should give
an honest opinion, so that the employee understands and
appreciates the manager’s view.
Refrain being critical without being constructive
Some managers can be too critical and neglect to provide any
constructive advice on how an employee can improve. This
doesn’t help the employee or the manager. In order to avoid
the employee from feeling victimized, the manager should
validate his criticism by giving reasons and improvement tips.
Talking and not listening
The final big mistake that the managers make in a performance
appraisal is, doing too much talking and not enough listening.
Performance Appraisal meeting are meant to be interactive-
where the manager doesn’t simply rely on his/her own appraisal
of the employees performance but also listens to the
employee’s viewpoint and his feedback of the job.
In truth, managers who seek to influence the performance of
their employees need not always have the support of an
elaborate corporate system. The most effective performance
management approaches build on a strong communication system
that is transparent; exemplifies high standards and trust. In
a nutshell Performance Appraisal is a legitimate employee
evaluation and feedback system which makes the system and
working of a company more transparent and goal-oriented. It is
not just a process to review an employee’s performance but
also an opportunity that can give the employee, the required
motivation to do better and the superior a feedback on the
problems of a job (if any) and finally the organization gets
rejuvenated employees to work their best.
|
