Evaluating the Evaluation System In the organisation

Evaluating the Evaluation System In the organisation

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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. 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.

There lies the main problem - and the remedy.

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 centre’s, including observed group exercises, tests presentations, etc.

Survey of opinion of others who have dealings with the individual

Psychometric tests and other behavioral assessments

Graphology (handwriting analysis)

Job performance evaluation[/b].

Periodical Appraisal: From:...../...../......... to:...../...../.........

Name of the Employee:

Title:

Employee Number:

Department/Office:

Date of the Labor Contract:

Type of contract:

I/ Job Description:

State the list of current tasks and the importance accordingly of each task.

II/ Job Performance Appraisal

1. Job Performance (80 points)

f. List of completed tasks - 30

g. Quality of Work - 20

h. Ability to deal with the difficulties - 10

i. Innovation - 10

j. Future Plan - 10

2. Working Attitude: 10 points

c. Sense of Saving and Responsibility - 5

d. Group work ability - 5

3. Personal Development Plan - 10 points

a. Training courses registration

b. Result

c. Future Training Program

4. Movement activities - 10

5. Reward & Discipline

a. Reward

5 points plus for special contribution to the department/office and 10 points plus for special contribution to the Company.

b. Discipline

5 points minus for any departmental disciplinary action and 10 points for Company discipline.

III/ Appraisal summary

1. Self-appraisal by the Employee

2. Appraisal by the Line-manager

3. Appraisal by the HR Department

Employee's signature: date:

Manager's signature: date:

HR department's signature: date:

This Appraisal Form must be forwarded to the departments and individuals: The appraised employee, line manager, board of directors, and HR department (the original).

Apart from above you can use types of form as follows:

Employee self evaluation form.

360 degree evaluation....

Manager performance evaluation form

Employee performance evaluation form

Essay evaluation form

Forced Choice form

Weighted checklist form

Rating scale form

[/list]

 
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