Description
Halcyon Technologies has given me an excellent opportunity of designing a new Performance Appraisal System for their company. It was designed after understanding the Halcyon Environment at whole.
PROJECT SUBMITTED IN PARTIAL FULFILLMENT FOR THE
AWARD OF DEGREE
MASTER OF BUSINESS ADMINISTRATION
DECLARATION
I hereby declare that this project report titled Performance Review System
for a software development company (Halcyon Technologies) submitted by
me to the department of Business Management of XXXX is a bonafide wor
undertaen by me and it is not submitted to any other !niversity or Institute
for the "ward of any degree diploma#certificate or published any time
before$
Name:
Date: (Signatue!
AC"NOWLEDGEMENT
" %ood start leads to a &ine end$ The ideal way to begin documenting this
project wor would be to e'tend my earnest gratitude to everyone who has
encouraged( motivated and guided me to mae a fine effort for successful
completion of this project$
I would lie to than XXXX( )irector of Halcyon technologies for giving
me an opportunity by taing me as an internee in their organi*ation$ This
proved to be a very good learning e'perience for me( where I could get an
e'posure to all the aspects of real time +ore H, activities$
I am very thanful to XXX( faculty of business management for guiding me
throughout the project$ My sincere %ratitude to the +ollege Management for
e'tending their co-operation for successful completion of my project$
I acnowledge with pleasure and owe my special thans to XXXX( H,
Manager( Halcyon Technologies for his continuous guidance and support
throughout the project$
" final word of thans goes to my .arents( &riends and everyone else who
made this project possible$ /our contributions have been most appreciated$
INDE#
Ta$%e &' C&ntent
Page N&)
*) A$(ta+t i
,) O$-e+ti.e &' t/e (tu01 ii
2) Int&0u+ti&n 0
3) C&m4an1 P&'i%e 12
5) Met/&0&%&g1 6 A44&a+/ 03
7) Limitati&n( &' t/e Stu01 04
8) Data Ana%1(i( 05
9) Fin0ing( 60
Re+&mmen0ati&n( 63
*
Anne<ue=* (>ue(ti&nnaie! 64
**) Anne<ue=, (Se%' Re.ie? F&m! 62
*,) Anne<ue=2 (Pee Fee0$a+@ F&m! 36
*2) Bi$%i&ga4/1 33
ABSTRACT
Halcyon Technologies has given me an e'cellent opportunity of designing a
new .erformance "ppraisal 7ystem for their company$ It was designed after
understanding the Halcyon 8nvironment at whole$
7ince my internship was for four months( I could not be a part of the entire
"ppraisal 7ystem but only the ,eview system$
" customi*ed and relevant ,eview 7ystem was prepared which would fulfill
both the needs of Management and 8mployees$ The 7elf ,eview &orm and
.eer &eedbac form was designed and then sessions were conducted to mae
the employees understand the .rocess and importance of .erformance
,eview$ Then as scheduled the one-one meeting between the employee and
their respective Team 9eader was conducted and the final report was given
to H, Manager$
This ,eview would help 8mployees in their upcoming .erformance
"ppraisal where the hies( incentives etc would be based on their targets set
at the time of ,eview$
i
O$-e+ti.e( &' t/e Stu01
Halcyon being a start - up company I got the opportunity to design a new
.erformance ,eview 7ystem under the guidance of H, Manager$ The
secondary objectives of my study were:
*) To develop an effective .erformance "ppraisal system$
,) To now the ,e;uirements of management regarding the designing of
new "ppraisal system and ,eview 7ystem$
2) To help the 8mployee in understanding the .rocess of .erformance
,eview$
ii
at
INTRODUCTION
Performance Appraisal is a formal( structured system that compares
employee performance to established standards$ "ssessment of job
performance is shared with employees being appraised through one of
several primary methods of performance appraisals$ 8lements in
performance appraisal methods are tailored to the organi*ation<s employees(
jobs( and structure$
? .erformance appraisals( also nown as employee appraisal are
essential for the effective management and evaluation of staff$
"ppraisals help develop individuals( improve organi*ational
performance( and feed into business planning$ 8ach staff member
is appraised by their line manager$ )irectors are appraised by the
+8=( who is appraised by the chairman or company owners(
depending on the si*e and structure of the organi*ation$
.erformance appraisal is a part of career development and regular
review of employee performance within organi*ations$
? "nnual performance appraisals enable management and
monitoring of standards( agreeing e'pectations and objectives( and
delegation of responsibilities and tass$ 7taff performance
appraisals also establish individual training needs and enable
organi*ational training needs analysis and planning$
? .erformance appraisal should also be viewed as a system of highly
interactive processes which involve personnel at all levels in
differing degrees in determining job e'pectations( writing job
descriptions( selecting relevant appraisal criteria( developing
assessment tools and procedures( and collecting interpreting( and
reporting results
? .erformance appraisals are important for staff motivation( aligning
individual and organi*ational aims( and fostering positive
relationships between management and staff$
? "ppraisals must address <whole person< development - not just job
sills or the sills re;uired for the ne't promotion$ "ppraisals must
2
not discriminate against anyone on the grounds of age( gender(
se'ual orientation( race( religion( disability( etc$
? .erformance appraisals should be positive e'periences$ The
appraisals process provides the platform for development and
motivation( so organi*ations should foster a feeling that
performance appraisals are positive opportunities( in order to get
the best out of the people and the process$
ReAuiement( '& e''e+ti.e 4e'&man+e management (1(tem:
1$ 8ffective performance management re;uires a good deal of face-
to-face supervisor-employee interaction$ By nowing the
subordinates( a supervisor can steer them onto a path of greater
productivity and optimi*ed output$ 9ong-term successful business
owners view performance appraisal as a process of getting to now
the people who wor for them$ It is the most significant and
indispensable tool for an organi*ation$ It provides information(
which helps in taing important decisions for the development of
an individual and the organi*ation$
0$ Thus( one phase of the annual performance management cycle is
performance appraisal( the process of reviewing employee
performance vis->-vis the set e'pectations in a realistic manner(
documenting the review( and delivering the review verbally in a
face-to-face meeting( to raise performance standards year over
year through honest and constructive feedbac$ In the process
management e'pects to reinforce the employee?s strengths(
identify improvement areas so that one can wor on them and also
set stretched goals for the coming year$
"n effective review process helps organi*ations in three areas:
1$ 8valuation and improving personnel selection and training systems@
0$ .reventing wrongful termination@ and
6$ Increasing real employee diversity
S&me Ba(i+ C&n+e4t
3
? Pe'&man+e refers to an employee?s accomplishment of assigned
tass$
? Pe'&man+e A44ai(a% is the systematic description of the job-
relevant strengths and weanesses of an individual or a group$
? A44ai(a% 4ei&0 is the length of time during which an employee?s
job performance is observed in order to mae a formal report of it$
? Pe'&man+e Management is the total process of observing an
employee?s performance in relation to job re;uirements over a period
of time (I$e$ clarifying e'pectations( setting goals( providing on-the-
job coaching( storing and recalling information about performance)
and then maing an appraisal of it$ Information gained from the
process may be fed bac via an appraisal interview to determine the
relevance of individual and wor-group performance to organi*ational
purposes( improve the effectiveness of unit and improve wor
performance of employees$
Pe'&man+e an0 De.e%&4ment P%anning (PDP!:
.). is a process for managers that aligns individual performance with
company goals and ensures focus on the development of talent company-
wide$ .). is an important step in their corporate effort to engage and enable
employees to deliver their contribution to their business$ "lso( .). serves to
enable employees to identify and reali*e personal opportunities for
development that are aligned to current and future business challenges$
O$-e+ti.e( &' Pe'&man+e A44ai(a%:
? 9et the employees now where they stand in so far as their
performance is concerned and to assist them with constructive
criticism and guidance for the purpose of their development$
? "ssessment of sills within an organi*ation$
? 7et targets for future performance$
4
? 8ffect promotions based on competence and performance$
? 7trengthen relationship between superior and subordinate$
? "ssess the training and development needs of employees$
? Identify the strengths and weanesses of employees$
? )ecide upon a pay raise (increments)$
? )etermine whether human resource programs such( as selection(
training and transfers have been effective or not$
? &orm a basis for personnel decisions-salary (merit) increases(
promotions( disciplinary actions( etc$
? .rovide the opportunity for organi*ational diagnosis and development$
? &acilitate communication between employee and administrator$
? Increase motivation to perform effectively$
? Better clarify and define job functions and responsibilities$
? +larify organi*ational goals so they can be more readily accepted$
5
Pe'&man+e A44ai(a% P&+e((
• Pe4ae - prepare all materials( notes agreed tass and records of
performance( achievements( incidents( reports etc - anything
pertaining to performance and achievement
• In'&m - ensure the appraisee is informed of a suitable time and
place and clarify purpose and type of appraisal
• Benue - ensure a suitable venue is planned and available - private
and free from interruptions
• Int&0u+ti&n - rela' the appraisee - open with a positive statement(
smile( be warm and friendly
• Re.ie? an0 mea(ue - review the activities( tass( objectives and
achievements one by one
• Agee an a+ti&n 4%an - "n overall plan should be agreed with the
appraisee( which should tae account of the job responsibilities( the
appraisee<s career aspirations( the departmental and whole
organi*ation<s priorities $
• Agee ne+e((a1 (u44&t - This is the support re;uired for the
appraisee to achieve the objectives( and can include training and
anything relevant and helpful that will help the person develop
towards the standard and agreed tas$
"lso consider training and development that relates to <whole-
person development< outside of job sills$ )eveloping the whole
person in this way will bring benefits to their role( and will increase
motivation and loyalty$
• In.ite an1 &t/e 4&int( & Aue(ti&n( - mae sure you capture any
other concerns$
• C%&(e 4&(iti.e%1- Than the appraisee for their contribution to the
meeting and their effort through the year( and commit to helping in
any way you can$
• Re+&0 main 4&int(C agee0 a+ti&n( an0 '&%%&?=u4 - 7wiftly
follow-up the meeting with all necessary copies and confirmations(
and ensure documents are filed and copied to relevant departments$
6
De(igning an a44ai(a% 4&gam 4&(e( (e.ea% Aue(ti&n(C ?/i+/ nee0
an(?e() T/e1 ae:
1$ Ahose performance is to be assessedB
0$ Aho are the appraisersB
6$ Ahat should be evaluatedB
3$ Ahen to appraiseB
C$ Ahat problems are encounteredB
4$ How to solve the problemsB
5$ Ahat methods of appraisal are to be usedB
Di(+u((i&n 4&int( in t/e a44ai(a%:
1$ Has the past year been good#bad#satisfactory or otherwise for you(
and whyB
0$ Ahat do you consider to be your most important achievements of
the past yearB
6$ Ahat do you lie and dislie about woring for this organi*ationB
3$ Ahat elements of your job do you find most difficultB
C$ Ahat elements of your job interest you the most( and leastB
4$ Ahat do you consider to be your most important tass in the ne't
yearB
7
Bene'it
The following are the benefits of a successful appraisal system:
*) F& t/e OganiDati&n:
? Improved performance throughout the organi*ation due to:
- 8ffective communication of organi*ation?s objectives and values
- Increased sense of cohesiveness and loyalty$
- Managers are better e;uipped to use their leadership sills and to
develop their staff$
? Improved overview of tass performed by each member of a group$
? Identification of ideas for improvement$
? +ommunication to people that they are valued$
,) F& t/e A44ai(e:
? =pportunity to develop an overview of individual jobs$
? =pportunity to identify strengths and weanesses of appraisees$
? Increased job satisfaction$
? =pportunity to lin team and individual objectives with department D
organi*ational objectives$
? =pportunity to clarify e'pectations that the manager has from teams
and individuals$
? =pportunity to re-prioriti*e targets
? Means of forming a more productive relationship with staff based on
mutual trust and understanding$
8
? )ue to all above Increased sense of personal value
2) F& t/e A44ai(ee:
? Increased motivation and job satisfaction$
? +lear understanding of what is e'pected and what needs to be done to
meet e'pectations$
? =pportunity to discuss aspirations and any guidance( support or
training needed to fulfill these aspirations$
? Improved woring relationships with the superior$
? =pportunity to overcome the weanesses by way of counseling and
guidance from the superior
Pe'&man+e a44ai(a% 0a?$a+@
? .erformance appraisal program demands and depends too much on
supervisors$
? 7ometimes certain standard ratings tend to vary widely and unfairly$
? 7ome raters can be tough( and some lenient$ 7ome departments have
highly competent people whereas others have less competent people$
? .ersonal bias can replace organi*ational standards$ Because of the
bias( some non competent employees may get a favored treatment$
? 7ometimes there tends to be lac of communication$ The employees
may not even now they are being judged$ Eo performance appraisal
system can be effective if the appraised do not now the criteria under
which they have been appraised and judged$
Bia(e( in
Pe'&man+e
A44ai(a%
9
T14e( E<4%anati&n E<am4%e
10
Pe'&man+e A44ai(a% Te+/niAue
Ta0iti&na% Met/&0( &' A44ai(a%
*) Ran@ing
In this( the superior rans his#her subordinates in order of their merit( from
best to worst$
- It is done in a competitive group$
- It is done by placing the appraisee on numerical scales I$e$ 1st( 0nd( 6rd etc$
in the total group$
- ,aning of an appraisee on his job performance#traits against that of
another member$
,) Pe(&n=t&=Pe(&n6Paie0 C&m4ai(&n
!nder this method the appraiser compares each employee with every other
employee( one at a time$
- +ertain ey performance areas#traits are developed$ 8$g$: 9eadership(
+reativity( Initiative etc$
- " scale for each factor is designed$
- " scale of people is also created for each factor$
- 8ach "ppraisee is compared to every other person on the scale$
- +ertain scores for each factor are awarded to the appraisee$
2) Ga0ing
11
- +ertain categories of traits#performance criteria( which are worth of
appraising( are established$ 8$g$ cooperativeness( self-e'pression(
dependability( job nowledge etc$
- The actual performance (Fey performance area) of an employee is then
compared to the predetermined grade definitions$
- "ppraisee is allotted with the grade( which describes his performance in the
best possible manner$
- "ny grade that is selected should be well defined$
3) Ga4/i+ S+a%e(
- " printed form( one for each person to be rated is used$
- The factors included in the form are 8mployee characteristics such as
leadership( cooperativeness( enthusiasm( loyalty etc$ or 8mployee
contribution which includes ;uantity and ;uality of wor( specific goals
achieved( regularity of attendance( responsibility assumed etc$
- The traits can be evaluated on continuous scale G the appraiser places a
mar along a continuum (range)$
5) C/e+@%i(t
- " series of ;uestions are presented concerning an appraisee?s behavior$
- The appraiser has to reply to the ;uestions in either negative or positive
tone- (/es#Eo)$
- The value of each ;uestion may be weighted I$e$ one can have
predetermined scale and scoring to those ;uestions$
7) E((a1
- " blan form is given to the appraiser$
- The form contains main heading such as employees? characteristics(
attitudes( job nowledge( potential etc$
- The appraiser is ased to put in words his impressions about the employee$$
12
- It gives specific information about the employee$
8) C&n'i0entia% Re4&ting
- It is the most traditional way of appraising employee?s performance$ The
basic assumption here is that since the superior is in direct contact he nows
his subordinates better than any other and hence his appraisal would be more
appropriate$
- The superior writes a paragraph or so about his subordinate?s strengths(
weanesses( intelligence( attitude to wor( attendance( conduct and
character( wor efficiency( etc$
9) Citi+a% In+i0ent Met/&0
- Initially a set of noteworthy (good or bad) on-the-job behaviours is
prepared$ This is usually in the form of incidents$
- These incidents are given to a group of e'perts who assign scale values
depending upon the degree of desirability for the job$
- This checlist is used by superiors for evaluating the employees$
- This method helps in identifying the ey areas where the employees are
wea or strong$
- It emphasi*es rating on objective evidence and helps in counseling$
F&+e0 C/&i+e Te+/niAue
- In forced choice system the appraiser is forced to choose one from among a
group of 3 statements that best fits the individual being rated and one which
least fits him$
- 8ach statement is given a value or a score$
- The evaluator does not now the score value of statements@ hence he
cannot show any favor towards the appraisee$
13
- The method of arranging the traits involves a long process from getting the
description of HgoodI or HbadI employees to establishing their validity and
reliability$
M&0en Met/&0( &' A44ai(a%:
*) Be/a.i&a%%1 An+/&e0 Rating S+a%e
Behaviorally "nchored ,ating 7cales (B",7) is a relatively new
techni;ue which combines the graphic rating scale and critical
incidents method$ It consists of predetermined critical areas of job
performance or sets of behavioral statements describing important job
performance ;ualities as good or bad (for eg$ the ;ualities lie inter-
personal relationships( adaptability and reliability( job nowledge etc)$
In this method( an employee?s actual job behaviour is judged against
the desired behaviour by recording and comparing the behaviour with
B",7$ )eveloping and practicing B",7 re;uires e'pert nowledge$
,) Human Re(&u+e A++&unting Met/&0
Human resources are valuable assets for every organi*ation$ Human
resource accounting method tries to find the relative worth of these
assets in the terms of money$ In this method the performance of the
employees is judged in terms of cost and contribution of the
employees$ The cost of employees include all the e'penses incurred
on them lie their compensation( recruitment and selection costs(
induction and training costs etc whereas their contribution includes
the total value added (in monetary terms)$ The difference between the
cost and the contribution will be the performance of the employees$
Ideally( the contribution of the employees should be greater than the
cost incurred on them$
2) A((e((ment Cente(
14
"n assessment centre typically involves the use of methods lie
social#informal events( tests and e'ercises( assignments being given to
a group of employees to assess their competencies to tae higher
responsibilities in the future$ %enerally( employees are given an
assignment similar to the job they would be e'pected to perform if
promoted$ The trained evaluators observe and evaluate employees as
they perform the assigned jobs and are evaluated on job related
characteristics$
The major competencies that are judged in assessment centres are
interpersonal sills( intellectual capability( planning and organi*ing
capabilities( motivation( career orientation etc$ assessment centres are
also an effective way to determine the training and development needs
of the targeted employees$
3) Management $1 O$-e+ti.e(
The concept of JManagement by =bjectives? (MB=) was first given
by .eter )rucer in 12C3$
Management by =bjectives is basically a process whereby the
superior and the subordinate managers of an enterprise jointly
identify its common goals( define each individual?s major areas of
responsibility in terms of the results e'pected of him and use these
measures as guides for operating the unit and assessing the
contribution of each of its members$ Management by =bjectives is
primarily to change the behaviour and attitude towards getting an
activity or assignment completed in a manner that it is beneficial for
the organi*ation$ Management by objectives is a result-oriented
process( wherein emphasis is on results and goals rather than a
prescribed method$ " number of companies have had significant
success in broadening individual responsibility and involvement in
wor planning at the lowest organi*ational levels$
Management by =bjectives is a process having following basic steps:
I$ 7et =rgani*ational %oals
15
II$ Koint %oal 7etting
III$ .erformance ,eviews
IL$ 7et chec posts
L$ &eedbac
5) 27;E Fee0$a+@
The 64MN &eedbac process is called multi-source assessment( taps
the collective wisdom of those who wor most closely with the
employee( superiors( colleagues (peers)( direct reports and possibly
internal and often e'ternal customers$ The collective intelligence
these people provide on critical competencies or specific behaviours
and sills gives the employee a clear understanding of personal
strengths and areas ripe for development$ 8mployees also view this
performance information from multiple perspectives as fair( accurate(
credible( and motivating$
"s the 64MN &eedbac process better serves the needs of employees( it
serves the changing needs of their organi*ations too$ =rgani*ations
are reducing hierarchy by removing layers of management and
putting more emphasis on empowerment( teamwor( continuous
learning( individual development( and self-responsibility$ The 64MN
&eedbac Model aligns with these organi*ational goals to create
opportunities for personal and career development$
27; 0egee a44ai(a% /a( '&u intega% +&m4&nent
1$ 7elf appraisal
0$ 7uperior?s appraisal
6$ 7ubordinate?s appraisal
3$ .eer appraisal$
16
E%e+t&ni+ A44ai(a% S1(tem (eAPPRAISAL!
e"ppraisal is a recently introduced method of performance appraisal that
eliminates paper wor$ e"ppraisal simplifies and enhances the employee
performance appraisal process$ It provides an organi*ation with a powerful
tool to help develop organi*ation?s critical talent all year round$ It is easier to
conduct e"ppraisals by automating the time-consuming process of
administrating employee performance reviews$ It is fle'ible and can be
customi*ed to suit an organi*ation?s needs$ The comprehensive worflow
maes it easy for human resource professionals to manage the process by
approving appraisal forms( monitoring the status and sending automatic
email notifications to managers$$
I) Featue
? intranet-based
? 8ase of use
? 7ophisticated worflow
? +entrali*ed
? !ser customi*able performance appraisal forms
? "utomated email notification and reminder notice
? +omprehensive status and action view for H, manager
? +ompetency-based te't answers and#or range scale
? 7elf-rating capabilities
17
II) Bene'it
? "ppraisals are processed more ;uicly and efficiently$
? "ppraisal data is received by concerned superior#manager in
virtual real-time when the appraisal is uploaded into e"ppraisal
system$$
? "ppraisals cannot be misplaced or lost( as is possible with
hardcopies$ "ppraisals can be stored electronically and available
online
18
C&m4an1 P&'i%e
H"9+/=E Technologies is an "pplication )evelopment and
Business .rocess =utsourcing solutions provider$ H"9+/=E
Technologies offers a range of services from outsourced application
development and managed services to professional services$ "ll
Their services are enabled by e'perienced( nowledge( proven
methodologies( global talent and innovation$ Their portfolio includes
"pplication )evelopment( consulting( maintenance D support(
Business .rocess =utsourcing( and Testing services$ H"9+/=E
provides services to clients from their networ of offices across !7(
!F and state-of-the-art %lobal 7olutions )evelopment center in
Hyderabad( India$
Their e'perience with woring on and managing outsourced IT
projects of large magnitude and B.= solutions gives us a leading
edge over their competitors$ Their commitment is to produce
superior ;uality deliverables using the industry specified standards$
H"9+/=E achieve this by maintaining an effective and open
communication channel across clients in automotive retail industry
and have also wored with fortune CMM clients in the Healthcare(
Baning( Telecom( Manufacturing( Insurance( !tilities and &inancial
verticals$ Their in-depth understanding of various industry verticals
enables us to provide innovative and end-to-end technology
solutions$
Aith H"9+/=E Technologies( the clients can rest assured of
transport fair woring partnership and ;uality wor processes$
H"9+/=E Technologies offers cutting-edge technologies that help
19
the client business improve( and more well ahead of their
competitors in the maret$
H"9+/=E helps clients:
• +reate an adaptive technologies infrastructure
• 7treamline the business processes
• ,aise the maret value
• Increase the competitive advantage( and
• 7upport the cost-effective sources of productivity and
growth$
H"9+/=E Technologies evolves client-specific strategic initiatives
with a dual aim to achieve cost savings( and to improve on ;uality of
services offered$
Se.i+e(
H"9+/=E delivers a wide-range of value added services adopting
a uni;ue approach of integrating people( processes and technology$
H"9+/=E creates solutions for its clients by leveraging its domain
and business e'pertise along with a range of services$
H"9+/=E Technologies range of services includes:
• "pplication development
• Business .rocess =utsourcing
• +onsulting
• Maintenance D support
• O" and testing
Te+/n&%&gie(
20
"s a technology company( H"9+/=E proactively gains insights
into leading and emerging technologies$
H"9+/=E Technologies has e'pertise in:
• Microsoft $E8T Technologies
• K088 Technologies
• IBM Mainframe Technologies
• 8"I technologies lie Tibco( Aeb Methods MO and
7eebeyond
• ,eport generation using Business =bjects( +rystal ,eports
and Infragistics
BPO S&%uti&n(
H"9+/=E Technologies Business .rocess =utsourcing (B.=)
services aim at leveraging technologies to provide and manage an
organi*ation?s critical and#or non-critical enterprise processes and
applications$ H"9+/=E Technologies holistic B.= services
integrate software( process management( and people to operate the
services$
B.= 7olutions provided by H"9+/=E for "utomotive industry
include:
• )ata analysis and processing of ,ate and ,esiduals for +ar
)ealerships
B.= 7olutions provided by H"9+/=E for others Industries
include:
• Information +apture
• )ata 8ntry D +orrection
• )ocument +onversation
P&0u+t(
H"9+/=E offer product development services enriched with their
e'perience and technology e'pertise$ H"9+/=E has developed
21
products on leading technologies with a strong orientation toward
standards-driven architecture$
.roducts developed by H"9+/=E for "utomotive ,etail industry
are:
• Lehicle +omparison 7earch 8ngine and Maret "naly*er
• ,&I) based Lehicle Management 7olutions
• +,M D 8,. 7olutions for +ar )ealerships
• & D I Menu and )esing "pplication 7olutions
W/1 HALCFONG
H"9+/=E have a vast practical e'perience of developing and
supporting critical applications with high ;uality and within
scheduled time$ Their offshore development model id devised to act
as an e'tension of the client( providing them with e'cellent outputs
when needed$ By outsourcing your wor to H"9+/=E
Technologies( you have powerful advantage lie cost saving( ;uality(
time to maret and fle'ibility to adapt to client?s maret and
customer?s demands$
H"9+/=E "dvantage:
• Last e'perience in woring on number of software
projects#solutions
• Mature onsite-offshore development model with high record
of matching deliverables within clients? e'pectations
• 7trong )omain e'perience which has been gained over the
years by providing IT 7olutions to clients
• In-depth understanding of clients? business
• 8nviable ability to deliver innovative( reliable and high
;uality solutions
• +ost effective pricing and fle'ible approach
The company-wide mindset of co-ownership and co-responsibility is what
differentiates them from any of other players$
22
Met/&0&%&g1 6 A44&a+/
"s per the re;uirement of the management to design a new
policy for performance ,eview system( I basically analy*ed the
;uestionnaire given to employees to now their perception regarding the
,eview 7ystem and collected information on websites regarding the various
methods of appraisals( the process of .erformance "ppraisals etc and also
referred to boos to get the idea of the concepts$ The practical approach was
by G
• !nderstanding the perspective of Management$
• 7tudying the ind of "ppraisal suitable for Halcyon environment$
• The time period re;uired for the ,eview to be completed$
$
T/e '&%%&?ing 4&+e0ue ?a( a0&4te0:=
1$ Before starting up the process and coming up with new policy we
thought of taing up the overall outloo with respect to
.erformance ,eview$ Ae designed a Ouestionnaire to analy*e the
.erception of 8mployees$
0$ The management was approached to discuss the contents of
,eview policy so that an effective policy can be designed which
will be useful hence forth$
6$ " customi*ed .erformance ,eview .olicy was designed which was
a combination of two methods of "ppraisal I$e$ 7elf ,eview method
and .eer &eedbac method$
3$ 7elf ,eview method is a method were the employee is ased to give
a self rating for himself on the tass done by him$ 9ater on these
same tass will be appraised by the appraiser and he gives his rating
on the same tass$ .eer feedbac is the feedbac given by the other
employees to his#her colleague on his technical nowledge as well
as the behavioral aspect in the organi*ation$
23
C$ " .resentation on the .erformance ,eview .rocess as well as the
+riteria to give ,atings was given to team members and the Team
9eaders so that they have a clear understanding about it$
4$ Then the team members were ased to fill up the 7elf ,eview &orm
and submit it to the H, department which in turn passed it to the
team leaders$
5$ " one to one meeting was fi'ed with the team leader by the team
members accordingly$ This was to discuss various aspects of
performance of the employee lie discussing the ratings given by
the appraise and to evaluate his overall performance and set new
goals$
P$ Then the appraiser gives his own rating to the employee after the
one G one discussion and then the report is submitted to the
reviewer and a final discussion taes place with the H, Manager to
proceed with the ne't course of action lie setting of goals( hie in
salaries( performance lined incentives( etc$$
24
Limitati&n
? The "ppraisal .rocess was designed but I could be a part of only
,eview .rocess which was conducted in the month of Eovember$
? )ue to time constraint the .ost &eedbac of 8mployees regarding the
,eview .rocess could not be taen$
25
Data Ana%1(i
26
27
28
29
Fin0ing(
30
"s the whole .rocess was designed by the H, department( I was also
involved in it from the designing stage to the implementation part of the
,eview system$ In this process I could recogni*e the benefits derived out of
this system as well as observed some drawbacs$
My &indings from the ;uestionnaire were:
1$ The perception of employees regarding performance ,eview was a
hie in 7alary( which is not the case in reality$
0$ "fter nowing the re;uirements of employees a training session was
conducted to help the employees understand the need and process of
.erformance ,eview and +riteria to give 7elf ,ating$
6$ They were aware of the fact that the %eneral Aor Behavior would
play a major role in their ,eview but were unaware of all the
7tandards and "spects used to 8valuate their .erformance
=ther &indings:
3$ The process did not tae place in the e'act time frame as planned
and scheduled$
C$ " good improvement was seen in the inter-personal relationship
between the team leader and subordinates$
4$ Many employees could not justify the ratings given by them in the
7elf ,eview &orm$
5$ It helped the employees in understanding their past performance and
setting up of targets and goals for future$
P$ They got to understand the organi*ational needs and it helped in
developing a sense of belongingness towards the company$
2$ It helped the management in identifying the +aliber of employees
and encourage the same$
1M$The employer and employees got a platform to understand each
other in a better manner$
11$ The management was too much dependent on team leaders for
conducting
,eviews$
31
10$ Ahen the .eer &eedbac &orm was given employees were too
hesitant in giving ratings to their colleagues$
32
Re+&mmen0ati&n(
"fter the successful completion of the whole .rocess of .erformance
,eview under the supervision of the H, Manager I$e$ by recogni*ing the
need for ,eview policy( designing the policy( taing up a presentation to
e'plain the importance and process of ,eview( attending the meetings with
the team leader( being a part in discussions by the management regarding
appraisals and analysis of the feedbac given by employees helped me to
evaluate the benefits and shortcomings of the .erformance ,eview .rocess
and recommend the measures to improve the same$
The recommendations are as follows:
1$ Identify the F,"?s (Fey ,esource "reas) and communicate the same to
the employees so that he can be judged appropriately based upon it$
0$ The employees must be motivated to fill in the self review form
appropriately$
6$ They must be appreciated for their individual achievements during the
period and training#guidance must be given if they lac in some areas$
3$ The review must be conducted informally once in every month so that the
desired result can be achieved at the time of actual review$
C$ The team leader should treat everyone e;ually without any bias and give
appropriate ratings to each member depending upon their performance$
4$ The employees must be educated regarding the importance of .eer
feedbac that the true rating( be it positive or negative will help his
colleague in understanding his abilities and drawbacs and he can
develop himself on those aspects$
5$ To motivate employees for their e'tra ordinary performance apart from
the .9I?s there must be some toen of appreciation given for him in the
form of promotions or a simple gift voucher etc$(
P$ The toen of appreciation should be given to those employees whose
performance was e'tra ordinary as well as who have been in the
organi*ation for a longer period of time$
2$ The feedbac from employees must also be taen regarding the woring
style of management so that the management functions can also be
improved$ They must be given the freedom to e'press their concerns$
33
1M$Ahile conducting the .erformance ,eview the team member must also
be given the right to rate his team leader or provide him the feedbac
because a cordial relation between the team lead and members of the
team is very important and the lac of good understanding may hamper
the team wor$
11$ The problems or hindrances which are faced by employees should be
taen care of( so that the employee is satisfied and wors enthusiastically$
10$ The employees must be informed before G hand that he needs to provide
a proper justification for the ratings given by him and it will ultimately
help him to recogni*e his accomplishments and drawbacs$
16$ The one to one meeting should be conducted in a peaceful manner so
that it does not lead to any argument and the desired objective is
achieved$
13$ Measures must be taen for effective time management because the
delay in the process will lead to distractions$
1C$ 7uggestions must be taen from employees after the review process in
order to mae it more effective$
14$ The career goals and career prospects of an employee must be taen into
consideration so that they stay committed to the organi*ation$
15$ The negative feedbac should be given and taen in a constructive
manner$
1P$ There must be delegation of authority so that one individual doesn?t feel
the pressure of handling all the responsibilities$
12$ 8fforts must be taen to reduce the communication gap between the
employees and management$
0M$ "ll the employees of the organi*ation must maintain a personal diary to
record their day to day achievements as well as the problems they faced
during performing a particular tas so that he has a record of all the
things and it can be reproduced in front of the team leader or
management as and when the need arises$
34
Pe'&man+e Re.ie? >ue(ti&nnaie
*) M1 (e%'=a((e((ment e(u%t +&nti$ute( t& m1 'ina% a44ai(a% e(u%t)
a) St&ng%1 agee
$) Neuta%
+) St&ng%1 0i(agee
2) T/e Re.ie? ?i%% /e%4 me t& im4&.e m1 'utue ?&@ing 4e'&man+e
a) St&ng%1 agee
$) Neuta%
+) St&ng%1 Di(agee
2) I @n&? a%% t/e a(4e+t( an0 (tan0a0( t/at ae u(e0 t& e.a%uate m1
4e'&man+e)
a) St&ng%1 agee
$) Neuta%
+) St&ng%1 Di(agee
3) D& 1&u 'ee% +&n'i0ent t/at 1&u ?i%% $e a$%e t& $ene'it a( an
a44ai(ee in t/e e.ie? (e((i&n( ?it/ 1&u team %ea0G
a) St&ng%1 agee
$) Neuta%
35
+) St&ng%1 Di(agee
5) D& 1&u t/in@ 1&u nee0 a taining 4&gam in e%ati&n t& C%ait1 &'
P&+e0ue(G
a) T& an E<tent
$) T&ta%%1
+) N&t at a%%
7) D& 1&u t/in@ 1&u nee0 a taining 4&gam in e%ati&n t& P&+e(( &'
Pe'&man+e Re.ie?G
a) T& an E<tent
$) T&ta%%1
+) N&t at a%%
8) D& 1&u t/in@ 1&u nee0 a taining 4&gam in e%ati&n t& Se%'
RatingG
a) T& an E<tent
$) T&ta%%1
+) N&t at a%%
9) W/at ae 1&u %&&@ing '&?a0 t& +/ange P&(t Re.ie?G
a) Sa%a1
$) Re(4&n(i$i%it1
+) Team Stu+tue
H&? 0& 1&u ate t/e im4&tan+e &' Genea% W&@ Be/a.i& in 1&u
Re.ie? P&+e((G
a) N&t Im4&tant
36
$) S&me W/at Im4&tant
+) M&(t Im4&tant
* Ae 1&u a?ae &' t/e +&n+e4t &' Pee Fee0$a+@ G
a) T& an E<tent
$) T&ta%%1
+) N&t at a%%
37
Se%' Re.ie? F&m
Name Re.ie?e DOJ
De(ignati&n DOR
L&+ati&n Pei&0
I) OBJECTIBE REBIEW H FEEDBAC"
(T& $e 'i%%e0 in $1 t/e Em4%&1ee an0 0i(+u((e0 ?it/ t/e Die+t&6 Pe(&n e4&ting t&!
Rating *: P&& Pe'&man+eC ,: Be%&? PaC 2: At PaC 3: A$&.e PaC 5: E<+e%%ent
N& Ta(@( Se%' Re.ie? Rating Re4&ting /ea0 Re.ie? Rating
1$
0$
6$
3$
C$
4$
38
II) Ot/e a((ignment(6ta(@( 6a+/ie.ement( t/at 1&u ?&u%0 %i@e t& menti&n &t/e t/an t/&(e
(tate0 in Se+ti&n I)
N& A((ignment( 6A+/ie.ement( Rema@(
III) S4e+i'1 t/e m&(t im4&tant 'a+t&( a''e+ting 1&u ?&@
Fa+i%itating Hin0eing
IB) N&te (Wite /ee a $ie' 0e(+i4ti&n a$&ut 1&u ?&@ at Ha%+1&n!
Signatue &' t/e Em4%&1ee
39
B) Re.ie?eI( Fee0$a+@
SECTION BI = J Genea% Rating K
(T& $e 'i%%e0 in $1 t/e e.ie?e!
Te+/ni+a% S@i%%( C&mment( Rating S&'t S@i%%( C&mment( Rating
Technical
Fnowledge
+ommunications
+oding 7ills Team playing
"nalytical and
9ogical 7ills
"ttitude
7tandards .roactive
9earn ability Bottom line
responsibility
Signatue &' t/e Re.ie?e
40
SECTION BII = J OBJECTIBE SETTING K
(T& $e 'i%%e0 in $1 t/e Em4%&1ee a'te 0i(+u((i&n ?it/ t/e Die+t&6 Pe(&n e4&ting t&!
N& O$-e+ti.e( Taget Date C&mment( &' Die+t&6 Re4&ting Hea0
1$
0$
6$
3$
5$
4$
Signatue &' t/e Em4%&1ee Signatue &' t/e Die+t&6Re4&ting Hea0
41
Pee Fee0$a+@ F&m
Bi$%i&ga4/1
Human Re(&u+e Management : Ga1 De(%e
A44ai(ing an0 De.e%&4ing Manageia% Pe'&man+e : T)B)Ra&
We$(ite
???)+ite/)+&m
42
F&u Name ===L Anna
Team Mem$e
F&u Fee0$a+@ &n t/e S@i%%( &' t/e Team Mem$e
.radeep 7undeep
,ating ,emars ,ating ,emars ,ating
+ommunication sills
Technical sills
Bottomline ,esponsibility
.roactiveness
Kob Fnowledge
9eadership 7ills
9earnability
Team .layer
.rocess adherence
Ouality of the wor product
Timeliness
"ny other &eedbac points
Aorst M
Bad 1
= 0
%ood 6
Lery %ood 3
8'cellent C
???)g&&g%e)+&m
???)+u(t&min(ig/t)+&m
43
doc_625477760.doc
Halcyon Technologies has given me an excellent opportunity of designing a new Performance Appraisal System for their company. It was designed after understanding the Halcyon Environment at whole.
PROJECT SUBMITTED IN PARTIAL FULFILLMENT FOR THE
AWARD OF DEGREE
MASTER OF BUSINESS ADMINISTRATION
DECLARATION
I hereby declare that this project report titled Performance Review System
for a software development company (Halcyon Technologies) submitted by
me to the department of Business Management of XXXX is a bonafide wor
undertaen by me and it is not submitted to any other !niversity or Institute
for the "ward of any degree diploma#certificate or published any time
before$
Name:
Date: (Signatue!
AC"NOWLEDGEMENT
" %ood start leads to a &ine end$ The ideal way to begin documenting this
project wor would be to e'tend my earnest gratitude to everyone who has
encouraged( motivated and guided me to mae a fine effort for successful
completion of this project$
I would lie to than XXXX( )irector of Halcyon technologies for giving
me an opportunity by taing me as an internee in their organi*ation$ This
proved to be a very good learning e'perience for me( where I could get an
e'posure to all the aspects of real time +ore H, activities$
I am very thanful to XXX( faculty of business management for guiding me
throughout the project$ My sincere %ratitude to the +ollege Management for
e'tending their co-operation for successful completion of my project$
I acnowledge with pleasure and owe my special thans to XXXX( H,
Manager( Halcyon Technologies for his continuous guidance and support
throughout the project$
" final word of thans goes to my .arents( &riends and everyone else who
made this project possible$ /our contributions have been most appreciated$
INDE#
Ta$%e &' C&ntent
Page N&)*) A$(ta+t i
,) O$-e+ti.e &' t/e (tu01 ii
2) Int&0u+ti&n 0
3) C&m4an1 P&'i%e 12
5) Met/&0&%&g1 6 A44&a+/ 03
7) Limitati&n( &' t/e Stu01 04
8) Data Ana%1(i( 05
9) Fin0ing( 60
Re+&mmen0ati&n( 63*
Anne<ue=* (>ue(ti&nnaie! 64**) Anne<ue=, (Se%' Re.ie? F&m! 62
*,) Anne<ue=2 (Pee Fee0$a+@ F&m! 36
*2) Bi$%i&ga4/1 33
ABSTRACT
Halcyon Technologies has given me an e'cellent opportunity of designing a
new .erformance "ppraisal 7ystem for their company$ It was designed after
understanding the Halcyon 8nvironment at whole$
7ince my internship was for four months( I could not be a part of the entire
"ppraisal 7ystem but only the ,eview system$
" customi*ed and relevant ,eview 7ystem was prepared which would fulfill
both the needs of Management and 8mployees$ The 7elf ,eview &orm and
.eer &eedbac form was designed and then sessions were conducted to mae
the employees understand the .rocess and importance of .erformance
,eview$ Then as scheduled the one-one meeting between the employee and
their respective Team 9eader was conducted and the final report was given
to H, Manager$
This ,eview would help 8mployees in their upcoming .erformance
"ppraisal where the hies( incentives etc would be based on their targets set
at the time of ,eview$
i
O$-e+ti.e( &' t/e Stu01
Halcyon being a start - up company I got the opportunity to design a new
.erformance ,eview 7ystem under the guidance of H, Manager$ The
secondary objectives of my study were:
*) To develop an effective .erformance "ppraisal system$
,) To now the ,e;uirements of management regarding the designing of
new "ppraisal system and ,eview 7ystem$
2) To help the 8mployee in understanding the .rocess of .erformance
,eview$
ii
at
INTRODUCTION
Performance Appraisal is a formal( structured system that compares
employee performance to established standards$ "ssessment of job
performance is shared with employees being appraised through one of
several primary methods of performance appraisals$ 8lements in
performance appraisal methods are tailored to the organi*ation<s employees(
jobs( and structure$
? .erformance appraisals( also nown as employee appraisal are
essential for the effective management and evaluation of staff$
"ppraisals help develop individuals( improve organi*ational
performance( and feed into business planning$ 8ach staff member
is appraised by their line manager$ )irectors are appraised by the
+8=( who is appraised by the chairman or company owners(
depending on the si*e and structure of the organi*ation$
.erformance appraisal is a part of career development and regular
review of employee performance within organi*ations$
? "nnual performance appraisals enable management and
monitoring of standards( agreeing e'pectations and objectives( and
delegation of responsibilities and tass$ 7taff performance
appraisals also establish individual training needs and enable
organi*ational training needs analysis and planning$
? .erformance appraisal should also be viewed as a system of highly
interactive processes which involve personnel at all levels in
differing degrees in determining job e'pectations( writing job
descriptions( selecting relevant appraisal criteria( developing
assessment tools and procedures( and collecting interpreting( and
reporting results
? .erformance appraisals are important for staff motivation( aligning
individual and organi*ational aims( and fostering positive
relationships between management and staff$
? "ppraisals must address <whole person< development - not just job
sills or the sills re;uired for the ne't promotion$ "ppraisals must
2
not discriminate against anyone on the grounds of age( gender(
se'ual orientation( race( religion( disability( etc$
? .erformance appraisals should be positive e'periences$ The
appraisals process provides the platform for development and
motivation( so organi*ations should foster a feeling that
performance appraisals are positive opportunities( in order to get
the best out of the people and the process$
ReAuiement( '& e''e+ti.e 4e'&man+e management (1(tem:
1$ 8ffective performance management re;uires a good deal of face-
to-face supervisor-employee interaction$ By nowing the
subordinates( a supervisor can steer them onto a path of greater
productivity and optimi*ed output$ 9ong-term successful business
owners view performance appraisal as a process of getting to now
the people who wor for them$ It is the most significant and
indispensable tool for an organi*ation$ It provides information(
which helps in taing important decisions for the development of
an individual and the organi*ation$
0$ Thus( one phase of the annual performance management cycle is
performance appraisal( the process of reviewing employee
performance vis->-vis the set e'pectations in a realistic manner(
documenting the review( and delivering the review verbally in a
face-to-face meeting( to raise performance standards year over
year through honest and constructive feedbac$ In the process
management e'pects to reinforce the employee?s strengths(
identify improvement areas so that one can wor on them and also
set stretched goals for the coming year$
"n effective review process helps organi*ations in three areas:
1$ 8valuation and improving personnel selection and training systems@
0$ .reventing wrongful termination@ and
6$ Increasing real employee diversity
S&me Ba(i+ C&n+e4t
3
? Pe'&man+e refers to an employee?s accomplishment of assigned
tass$
? Pe'&man+e A44ai(a% is the systematic description of the job-
relevant strengths and weanesses of an individual or a group$
? A44ai(a% 4ei&0 is the length of time during which an employee?s
job performance is observed in order to mae a formal report of it$
? Pe'&man+e Management is the total process of observing an
employee?s performance in relation to job re;uirements over a period
of time (I$e$ clarifying e'pectations( setting goals( providing on-the-
job coaching( storing and recalling information about performance)
and then maing an appraisal of it$ Information gained from the
process may be fed bac via an appraisal interview to determine the
relevance of individual and wor-group performance to organi*ational
purposes( improve the effectiveness of unit and improve wor
performance of employees$
Pe'&man+e an0 De.e%&4ment P%anning (PDP!:
.). is a process for managers that aligns individual performance with
company goals and ensures focus on the development of talent company-
wide$ .). is an important step in their corporate effort to engage and enable
employees to deliver their contribution to their business$ "lso( .). serves to
enable employees to identify and reali*e personal opportunities for
development that are aligned to current and future business challenges$
O$-e+ti.e( &' Pe'&man+e A44ai(a%:
? 9et the employees now where they stand in so far as their
performance is concerned and to assist them with constructive
criticism and guidance for the purpose of their development$
? "ssessment of sills within an organi*ation$
? 7et targets for future performance$
4
? 8ffect promotions based on competence and performance$
? 7trengthen relationship between superior and subordinate$
? "ssess the training and development needs of employees$
? Identify the strengths and weanesses of employees$
? )ecide upon a pay raise (increments)$
? )etermine whether human resource programs such( as selection(
training and transfers have been effective or not$
? &orm a basis for personnel decisions-salary (merit) increases(
promotions( disciplinary actions( etc$
? .rovide the opportunity for organi*ational diagnosis and development$
? &acilitate communication between employee and administrator$
? Increase motivation to perform effectively$
? Better clarify and define job functions and responsibilities$
? +larify organi*ational goals so they can be more readily accepted$
5
Pe'&man+e A44ai(a% P&+e((
• Pe4ae - prepare all materials( notes agreed tass and records of
performance( achievements( incidents( reports etc - anything
pertaining to performance and achievement
• In'&m - ensure the appraisee is informed of a suitable time and
place and clarify purpose and type of appraisal
• Benue - ensure a suitable venue is planned and available - private
and free from interruptions
• Int&0u+ti&n - rela' the appraisee - open with a positive statement(
smile( be warm and friendly
• Re.ie? an0 mea(ue - review the activities( tass( objectives and
achievements one by one
• Agee an a+ti&n 4%an - "n overall plan should be agreed with the
appraisee( which should tae account of the job responsibilities( the
appraisee<s career aspirations( the departmental and whole
organi*ation<s priorities $
• Agee ne+e((a1 (u44&t - This is the support re;uired for the
appraisee to achieve the objectives( and can include training and
anything relevant and helpful that will help the person develop
towards the standard and agreed tas$
"lso consider training and development that relates to <whole-
person development< outside of job sills$ )eveloping the whole
person in this way will bring benefits to their role( and will increase
motivation and loyalty$
• In.ite an1 &t/e 4&int( & Aue(ti&n( - mae sure you capture any
other concerns$
• C%&(e 4&(iti.e%1- Than the appraisee for their contribution to the
meeting and their effort through the year( and commit to helping in
any way you can$
• Re+&0 main 4&int(C agee0 a+ti&n( an0 '&%%&?=u4 - 7wiftly
follow-up the meeting with all necessary copies and confirmations(
and ensure documents are filed and copied to relevant departments$
6
De(igning an a44ai(a% 4&gam 4&(e( (e.ea% Aue(ti&n(C ?/i+/ nee0
an(?e() T/e1 ae:
1$ Ahose performance is to be assessedB
0$ Aho are the appraisersB
6$ Ahat should be evaluatedB
3$ Ahen to appraiseB
C$ Ahat problems are encounteredB
4$ How to solve the problemsB
5$ Ahat methods of appraisal are to be usedB
Di(+u((i&n 4&int( in t/e a44ai(a%:
1$ Has the past year been good#bad#satisfactory or otherwise for you(
and whyB
0$ Ahat do you consider to be your most important achievements of
the past yearB
6$ Ahat do you lie and dislie about woring for this organi*ationB
3$ Ahat elements of your job do you find most difficultB
C$ Ahat elements of your job interest you the most( and leastB
4$ Ahat do you consider to be your most important tass in the ne't
yearB
7
Bene'it
The following are the benefits of a successful appraisal system:
*) F& t/e OganiDati&n:
? Improved performance throughout the organi*ation due to:
- 8ffective communication of organi*ation?s objectives and values
- Increased sense of cohesiveness and loyalty$
- Managers are better e;uipped to use their leadership sills and to
develop their staff$
? Improved overview of tass performed by each member of a group$
? Identification of ideas for improvement$
? +ommunication to people that they are valued$
,) F& t/e A44ai(e:
? =pportunity to develop an overview of individual jobs$
? =pportunity to identify strengths and weanesses of appraisees$
? Increased job satisfaction$
? =pportunity to lin team and individual objectives with department D
organi*ational objectives$
? =pportunity to clarify e'pectations that the manager has from teams
and individuals$
? =pportunity to re-prioriti*e targets
? Means of forming a more productive relationship with staff based on
mutual trust and understanding$
8
? )ue to all above Increased sense of personal value
2) F& t/e A44ai(ee:
? Increased motivation and job satisfaction$
? +lear understanding of what is e'pected and what needs to be done to
meet e'pectations$
? =pportunity to discuss aspirations and any guidance( support or
training needed to fulfill these aspirations$
? Improved woring relationships with the superior$
? =pportunity to overcome the weanesses by way of counseling and
guidance from the superior
Pe'&man+e a44ai(a% 0a?$a+@
? .erformance appraisal program demands and depends too much on
supervisors$
? 7ometimes certain standard ratings tend to vary widely and unfairly$
? 7ome raters can be tough( and some lenient$ 7ome departments have
highly competent people whereas others have less competent people$
? .ersonal bias can replace organi*ational standards$ Because of the
bias( some non competent employees may get a favored treatment$
? 7ometimes there tends to be lac of communication$ The employees
may not even now they are being judged$ Eo performance appraisal
system can be effective if the appraised do not now the criteria under
which they have been appraised and judged$
Bia(e( in
Pe'&man+e
A44ai(a%
9
T14e( E<4%anati&n E<am4%e
10
Pe'&man+e A44ai(a% Te+/niAue
Ta0iti&na% Met/&0( &' A44ai(a%
*) Ran@ing
In this( the superior rans his#her subordinates in order of their merit( from
best to worst$
- It is done in a competitive group$
- It is done by placing the appraisee on numerical scales I$e$ 1st( 0nd( 6rd etc$
in the total group$
- ,aning of an appraisee on his job performance#traits against that of
another member$
,) Pe(&n=t&=Pe(&n6Paie0 C&m4ai(&n
!nder this method the appraiser compares each employee with every other
employee( one at a time$
- +ertain ey performance areas#traits are developed$ 8$g$: 9eadership(
+reativity( Initiative etc$
- " scale for each factor is designed$
- " scale of people is also created for each factor$
- 8ach "ppraisee is compared to every other person on the scale$
- +ertain scores for each factor are awarded to the appraisee$
2) Ga0ing
11
- +ertain categories of traits#performance criteria( which are worth of
appraising( are established$ 8$g$ cooperativeness( self-e'pression(
dependability( job nowledge etc$
- The actual performance (Fey performance area) of an employee is then
compared to the predetermined grade definitions$
- "ppraisee is allotted with the grade( which describes his performance in the
best possible manner$
- "ny grade that is selected should be well defined$
3) Ga4/i+ S+a%e(
- " printed form( one for each person to be rated is used$
- The factors included in the form are 8mployee characteristics such as
leadership( cooperativeness( enthusiasm( loyalty etc$ or 8mployee
contribution which includes ;uantity and ;uality of wor( specific goals
achieved( regularity of attendance( responsibility assumed etc$
- The traits can be evaluated on continuous scale G the appraiser places a
mar along a continuum (range)$
5) C/e+@%i(t
- " series of ;uestions are presented concerning an appraisee?s behavior$
- The appraiser has to reply to the ;uestions in either negative or positive
tone- (/es#Eo)$
- The value of each ;uestion may be weighted I$e$ one can have
predetermined scale and scoring to those ;uestions$
7) E((a1
- " blan form is given to the appraiser$
- The form contains main heading such as employees? characteristics(
attitudes( job nowledge( potential etc$
- The appraiser is ased to put in words his impressions about the employee$$
12
- It gives specific information about the employee$
8) C&n'i0entia% Re4&ting
- It is the most traditional way of appraising employee?s performance$ The
basic assumption here is that since the superior is in direct contact he nows
his subordinates better than any other and hence his appraisal would be more
appropriate$
- The superior writes a paragraph or so about his subordinate?s strengths(
weanesses( intelligence( attitude to wor( attendance( conduct and
character( wor efficiency( etc$
9) Citi+a% In+i0ent Met/&0
- Initially a set of noteworthy (good or bad) on-the-job behaviours is
prepared$ This is usually in the form of incidents$
- These incidents are given to a group of e'perts who assign scale values
depending upon the degree of desirability for the job$
- This checlist is used by superiors for evaluating the employees$
- This method helps in identifying the ey areas where the employees are
wea or strong$
- It emphasi*es rating on objective evidence and helps in counseling$
F&+e0 C/&i+e Te+/niAue- In forced choice system the appraiser is forced to choose one from among a
group of 3 statements that best fits the individual being rated and one which
least fits him$
- 8ach statement is given a value or a score$
- The evaluator does not now the score value of statements@ hence he
cannot show any favor towards the appraisee$
13
- The method of arranging the traits involves a long process from getting the
description of HgoodI or HbadI employees to establishing their validity and
reliability$
M&0en Met/&0( &' A44ai(a%:
*) Be/a.i&a%%1 An+/&e0 Rating S+a%e
Behaviorally "nchored ,ating 7cales (B",7) is a relatively new
techni;ue which combines the graphic rating scale and critical
incidents method$ It consists of predetermined critical areas of job
performance or sets of behavioral statements describing important job
performance ;ualities as good or bad (for eg$ the ;ualities lie inter-
personal relationships( adaptability and reliability( job nowledge etc)$
In this method( an employee?s actual job behaviour is judged against
the desired behaviour by recording and comparing the behaviour with
B",7$ )eveloping and practicing B",7 re;uires e'pert nowledge$
,) Human Re(&u+e A++&unting Met/&0
Human resources are valuable assets for every organi*ation$ Human
resource accounting method tries to find the relative worth of these
assets in the terms of money$ In this method the performance of the
employees is judged in terms of cost and contribution of the
employees$ The cost of employees include all the e'penses incurred
on them lie their compensation( recruitment and selection costs(
induction and training costs etc whereas their contribution includes
the total value added (in monetary terms)$ The difference between the
cost and the contribution will be the performance of the employees$
Ideally( the contribution of the employees should be greater than the
cost incurred on them$
2) A((e((ment Cente(
14
"n assessment centre typically involves the use of methods lie
social#informal events( tests and e'ercises( assignments being given to
a group of employees to assess their competencies to tae higher
responsibilities in the future$ %enerally( employees are given an
assignment similar to the job they would be e'pected to perform if
promoted$ The trained evaluators observe and evaluate employees as
they perform the assigned jobs and are evaluated on job related
characteristics$
The major competencies that are judged in assessment centres are
interpersonal sills( intellectual capability( planning and organi*ing
capabilities( motivation( career orientation etc$ assessment centres are
also an effective way to determine the training and development needs
of the targeted employees$
3) Management $1 O$-e+ti.e(
The concept of JManagement by =bjectives? (MB=) was first given
by .eter )rucer in 12C3$
Management by =bjectives is basically a process whereby the
superior and the subordinate managers of an enterprise jointly
identify its common goals( define each individual?s major areas of
responsibility in terms of the results e'pected of him and use these
measures as guides for operating the unit and assessing the
contribution of each of its members$ Management by =bjectives is
primarily to change the behaviour and attitude towards getting an
activity or assignment completed in a manner that it is beneficial for
the organi*ation$ Management by objectives is a result-oriented
process( wherein emphasis is on results and goals rather than a
prescribed method$ " number of companies have had significant
success in broadening individual responsibility and involvement in
wor planning at the lowest organi*ational levels$
Management by =bjectives is a process having following basic steps:
I$ 7et =rgani*ational %oals
15
II$ Koint %oal 7etting
III$ .erformance ,eviews
IL$ 7et chec posts
L$ &eedbac
5) 27;E Fee0$a+@
The 64MN &eedbac process is called multi-source assessment( taps
the collective wisdom of those who wor most closely with the
employee( superiors( colleagues (peers)( direct reports and possibly
internal and often e'ternal customers$ The collective intelligence
these people provide on critical competencies or specific behaviours
and sills gives the employee a clear understanding of personal
strengths and areas ripe for development$ 8mployees also view this
performance information from multiple perspectives as fair( accurate(
credible( and motivating$
"s the 64MN &eedbac process better serves the needs of employees( it
serves the changing needs of their organi*ations too$ =rgani*ations
are reducing hierarchy by removing layers of management and
putting more emphasis on empowerment( teamwor( continuous
learning( individual development( and self-responsibility$ The 64MN
&eedbac Model aligns with these organi*ational goals to create
opportunities for personal and career development$
27; 0egee a44ai(a% /a( '&u intega% +&m4&nent
1$ 7elf appraisal
0$ 7uperior?s appraisal
6$ 7ubordinate?s appraisal
3$ .eer appraisal$
16
E%e+t&ni+ A44ai(a% S1(tem (eAPPRAISAL!
e"ppraisal is a recently introduced method of performance appraisal that
eliminates paper wor$ e"ppraisal simplifies and enhances the employee
performance appraisal process$ It provides an organi*ation with a powerful
tool to help develop organi*ation?s critical talent all year round$ It is easier to
conduct e"ppraisals by automating the time-consuming process of
administrating employee performance reviews$ It is fle'ible and can be
customi*ed to suit an organi*ation?s needs$ The comprehensive worflow
maes it easy for human resource professionals to manage the process by
approving appraisal forms( monitoring the status and sending automatic
email notifications to managers$$
I) Featue
? intranet-based
? 8ase of use
? 7ophisticated worflow
? +entrali*ed
? !ser customi*able performance appraisal forms
? "utomated email notification and reminder notice
? +omprehensive status and action view for H, manager
? +ompetency-based te't answers and#or range scale
? 7elf-rating capabilities
17
II) Bene'it
? "ppraisals are processed more ;uicly and efficiently$
? "ppraisal data is received by concerned superior#manager in
virtual real-time when the appraisal is uploaded into e"ppraisal
system$$
? "ppraisals cannot be misplaced or lost( as is possible with
hardcopies$ "ppraisals can be stored electronically and available
online
18
C&m4an1 P&'i%e
H"9+/=E Technologies is an "pplication )evelopment and
Business .rocess =utsourcing solutions provider$ H"9+/=E
Technologies offers a range of services from outsourced application
development and managed services to professional services$ "ll
Their services are enabled by e'perienced( nowledge( proven
methodologies( global talent and innovation$ Their portfolio includes
"pplication )evelopment( consulting( maintenance D support(
Business .rocess =utsourcing( and Testing services$ H"9+/=E
provides services to clients from their networ of offices across !7(
!F and state-of-the-art %lobal 7olutions )evelopment center in
Hyderabad( India$
Their e'perience with woring on and managing outsourced IT
projects of large magnitude and B.= solutions gives us a leading
edge over their competitors$ Their commitment is to produce
superior ;uality deliverables using the industry specified standards$
H"9+/=E achieve this by maintaining an effective and open
communication channel across clients in automotive retail industry
and have also wored with fortune CMM clients in the Healthcare(
Baning( Telecom( Manufacturing( Insurance( !tilities and &inancial
verticals$ Their in-depth understanding of various industry verticals
enables us to provide innovative and end-to-end technology
solutions$
Aith H"9+/=E Technologies( the clients can rest assured of
transport fair woring partnership and ;uality wor processes$
H"9+/=E Technologies offers cutting-edge technologies that help
19
the client business improve( and more well ahead of their
competitors in the maret$
H"9+/=E helps clients:
• +reate an adaptive technologies infrastructure
• 7treamline the business processes
• ,aise the maret value
• Increase the competitive advantage( and
• 7upport the cost-effective sources of productivity and
growth$
H"9+/=E Technologies evolves client-specific strategic initiatives
with a dual aim to achieve cost savings( and to improve on ;uality of
services offered$
Se.i+e(
H"9+/=E delivers a wide-range of value added services adopting
a uni;ue approach of integrating people( processes and technology$
H"9+/=E creates solutions for its clients by leveraging its domain
and business e'pertise along with a range of services$
H"9+/=E Technologies range of services includes:
• "pplication development
• Business .rocess =utsourcing
• +onsulting
• Maintenance D support
• O" and testing
Te+/n&%&gie(
20
"s a technology company( H"9+/=E proactively gains insights
into leading and emerging technologies$
H"9+/=E Technologies has e'pertise in:
• Microsoft $E8T Technologies
• K088 Technologies
• IBM Mainframe Technologies
• 8"I technologies lie Tibco( Aeb Methods MO and
7eebeyond
• ,eport generation using Business =bjects( +rystal ,eports
and Infragistics
BPO S&%uti&n(
H"9+/=E Technologies Business .rocess =utsourcing (B.=)
services aim at leveraging technologies to provide and manage an
organi*ation?s critical and#or non-critical enterprise processes and
applications$ H"9+/=E Technologies holistic B.= services
integrate software( process management( and people to operate the
services$
B.= 7olutions provided by H"9+/=E for "utomotive industry
include:
• )ata analysis and processing of ,ate and ,esiduals for +ar
)ealerships
B.= 7olutions provided by H"9+/=E for others Industries
include:
• Information +apture
• )ata 8ntry D +orrection
• )ocument +onversation
P&0u+t(
H"9+/=E offer product development services enriched with their
e'perience and technology e'pertise$ H"9+/=E has developed
21
products on leading technologies with a strong orientation toward
standards-driven architecture$
.roducts developed by H"9+/=E for "utomotive ,etail industry
are:
• Lehicle +omparison 7earch 8ngine and Maret "naly*er
• ,&I) based Lehicle Management 7olutions
• +,M D 8,. 7olutions for +ar )ealerships
• & D I Menu and )esing "pplication 7olutions
W/1 HALCFONG
H"9+/=E have a vast practical e'perience of developing and
supporting critical applications with high ;uality and within
scheduled time$ Their offshore development model id devised to act
as an e'tension of the client( providing them with e'cellent outputs
when needed$ By outsourcing your wor to H"9+/=E
Technologies( you have powerful advantage lie cost saving( ;uality(
time to maret and fle'ibility to adapt to client?s maret and
customer?s demands$
H"9+/=E "dvantage:
• Last e'perience in woring on number of software
projects#solutions
• Mature onsite-offshore development model with high record
of matching deliverables within clients? e'pectations
• 7trong )omain e'perience which has been gained over the
years by providing IT 7olutions to clients
• In-depth understanding of clients? business
• 8nviable ability to deliver innovative( reliable and high
;uality solutions
• +ost effective pricing and fle'ible approach
The company-wide mindset of co-ownership and co-responsibility is what
differentiates them from any of other players$
22
Met/&0&%&g1 6 A44&a+/
"s per the re;uirement of the management to design a new
policy for performance ,eview system( I basically analy*ed the
;uestionnaire given to employees to now their perception regarding the
,eview 7ystem and collected information on websites regarding the various
methods of appraisals( the process of .erformance "ppraisals etc and also
referred to boos to get the idea of the concepts$ The practical approach was
by G
• !nderstanding the perspective of Management$
• 7tudying the ind of "ppraisal suitable for Halcyon environment$
• The time period re;uired for the ,eview to be completed$
$
T/e '&%%&?ing 4&+e0ue ?a( a0&4te0:=
1$ Before starting up the process and coming up with new policy we
thought of taing up the overall outloo with respect to
.erformance ,eview$ Ae designed a Ouestionnaire to analy*e the
.erception of 8mployees$
0$ The management was approached to discuss the contents of
,eview policy so that an effective policy can be designed which
will be useful hence forth$
6$ " customi*ed .erformance ,eview .olicy was designed which was
a combination of two methods of "ppraisal I$e$ 7elf ,eview method
and .eer &eedbac method$
3$ 7elf ,eview method is a method were the employee is ased to give
a self rating for himself on the tass done by him$ 9ater on these
same tass will be appraised by the appraiser and he gives his rating
on the same tass$ .eer feedbac is the feedbac given by the other
employees to his#her colleague on his technical nowledge as well
as the behavioral aspect in the organi*ation$
23
C$ " .resentation on the .erformance ,eview .rocess as well as the
+riteria to give ,atings was given to team members and the Team
9eaders so that they have a clear understanding about it$
4$ Then the team members were ased to fill up the 7elf ,eview &orm
and submit it to the H, department which in turn passed it to the
team leaders$
5$ " one to one meeting was fi'ed with the team leader by the team
members accordingly$ This was to discuss various aspects of
performance of the employee lie discussing the ratings given by
the appraise and to evaluate his overall performance and set new
goals$
P$ Then the appraiser gives his own rating to the employee after the
one G one discussion and then the report is submitted to the
reviewer and a final discussion taes place with the H, Manager to
proceed with the ne't course of action lie setting of goals( hie in
salaries( performance lined incentives( etc$$
24
Limitati&n
? The "ppraisal .rocess was designed but I could be a part of only
,eview .rocess which was conducted in the month of Eovember$
? )ue to time constraint the .ost &eedbac of 8mployees regarding the
,eview .rocess could not be taen$
25
Data Ana%1(i
26
27
28
29
Fin0ing(
30
"s the whole .rocess was designed by the H, department( I was also
involved in it from the designing stage to the implementation part of the
,eview system$ In this process I could recogni*e the benefits derived out of
this system as well as observed some drawbacs$
My &indings from the ;uestionnaire were:
1$ The perception of employees regarding performance ,eview was a
hie in 7alary( which is not the case in reality$
0$ "fter nowing the re;uirements of employees a training session was
conducted to help the employees understand the need and process of
.erformance ,eview and +riteria to give 7elf ,ating$
6$ They were aware of the fact that the %eneral Aor Behavior would
play a major role in their ,eview but were unaware of all the
7tandards and "spects used to 8valuate their .erformance
=ther &indings:
3$ The process did not tae place in the e'act time frame as planned
and scheduled$
C$ " good improvement was seen in the inter-personal relationship
between the team leader and subordinates$
4$ Many employees could not justify the ratings given by them in the
7elf ,eview &orm$
5$ It helped the employees in understanding their past performance and
setting up of targets and goals for future$
P$ They got to understand the organi*ational needs and it helped in
developing a sense of belongingness towards the company$
2$ It helped the management in identifying the +aliber of employees
and encourage the same$
1M$The employer and employees got a platform to understand each
other in a better manner$
11$ The management was too much dependent on team leaders for
conducting
,eviews$
31
10$ Ahen the .eer &eedbac &orm was given employees were too
hesitant in giving ratings to their colleagues$
32
Re+&mmen0ati&n(
"fter the successful completion of the whole .rocess of .erformance
,eview under the supervision of the H, Manager I$e$ by recogni*ing the
need for ,eview policy( designing the policy( taing up a presentation to
e'plain the importance and process of ,eview( attending the meetings with
the team leader( being a part in discussions by the management regarding
appraisals and analysis of the feedbac given by employees helped me to
evaluate the benefits and shortcomings of the .erformance ,eview .rocess
and recommend the measures to improve the same$
The recommendations are as follows:
1$ Identify the F,"?s (Fey ,esource "reas) and communicate the same to
the employees so that he can be judged appropriately based upon it$
0$ The employees must be motivated to fill in the self review form
appropriately$
6$ They must be appreciated for their individual achievements during the
period and training#guidance must be given if they lac in some areas$
3$ The review must be conducted informally once in every month so that the
desired result can be achieved at the time of actual review$
C$ The team leader should treat everyone e;ually without any bias and give
appropriate ratings to each member depending upon their performance$
4$ The employees must be educated regarding the importance of .eer
feedbac that the true rating( be it positive or negative will help his
colleague in understanding his abilities and drawbacs and he can
develop himself on those aspects$
5$ To motivate employees for their e'tra ordinary performance apart from
the .9I?s there must be some toen of appreciation given for him in the
form of promotions or a simple gift voucher etc$(
P$ The toen of appreciation should be given to those employees whose
performance was e'tra ordinary as well as who have been in the
organi*ation for a longer period of time$
2$ The feedbac from employees must also be taen regarding the woring
style of management so that the management functions can also be
improved$ They must be given the freedom to e'press their concerns$
33
1M$Ahile conducting the .erformance ,eview the team member must also
be given the right to rate his team leader or provide him the feedbac
because a cordial relation between the team lead and members of the
team is very important and the lac of good understanding may hamper
the team wor$
11$ The problems or hindrances which are faced by employees should be
taen care of( so that the employee is satisfied and wors enthusiastically$
10$ The employees must be informed before G hand that he needs to provide
a proper justification for the ratings given by him and it will ultimately
help him to recogni*e his accomplishments and drawbacs$
16$ The one to one meeting should be conducted in a peaceful manner so
that it does not lead to any argument and the desired objective is
achieved$
13$ Measures must be taen for effective time management because the
delay in the process will lead to distractions$
1C$ 7uggestions must be taen from employees after the review process in
order to mae it more effective$
14$ The career goals and career prospects of an employee must be taen into
consideration so that they stay committed to the organi*ation$
15$ The negative feedbac should be given and taen in a constructive
manner$
1P$ There must be delegation of authority so that one individual doesn?t feel
the pressure of handling all the responsibilities$
12$ 8fforts must be taen to reduce the communication gap between the
employees and management$
0M$ "ll the employees of the organi*ation must maintain a personal diary to
record their day to day achievements as well as the problems they faced
during performing a particular tas so that he has a record of all the
things and it can be reproduced in front of the team leader or
management as and when the need arises$
34
Pe'&man+e Re.ie? >ue(ti&nnaie
*) M1 (e%'=a((e((ment e(u%t +&nti$ute( t& m1 'ina% a44ai(a% e(u%t)
a) St&ng%1 agee
$) Neuta%
+) St&ng%1 0i(agee
2) T/e Re.ie? ?i%% /e%4 me t& im4&.e m1 'utue ?&@ing 4e'&man+e
a) St&ng%1 agee
$) Neuta%
+) St&ng%1 Di(agee
2) I @n&? a%% t/e a(4e+t( an0 (tan0a0( t/at ae u(e0 t& e.a%uate m1
4e'&man+e)
a) St&ng%1 agee
$) Neuta%
+) St&ng%1 Di(agee
3) D& 1&u 'ee% +&n'i0ent t/at 1&u ?i%% $e a$%e t& $ene'it a( an
a44ai(ee in t/e e.ie? (e((i&n( ?it/ 1&u team %ea0G
a) St&ng%1 agee
$) Neuta%
35
+) St&ng%1 Di(agee
5) D& 1&u t/in@ 1&u nee0 a taining 4&gam in e%ati&n t& C%ait1 &'
P&+e0ue(G
a) T& an E<tent
$) T&ta%%1
+) N&t at a%%
7) D& 1&u t/in@ 1&u nee0 a taining 4&gam in e%ati&n t& P&+e(( &'
Pe'&man+e Re.ie?G
a) T& an E<tent
$) T&ta%%1
+) N&t at a%%
8) D& 1&u t/in@ 1&u nee0 a taining 4&gam in e%ati&n t& Se%'
RatingG
a) T& an E<tent
$) T&ta%%1
+) N&t at a%%
9) W/at ae 1&u %&&@ing '&?a0 t& +/ange P&(t Re.ie?G
a) Sa%a1
$) Re(4&n(i$i%it1
+) Team Stu+tue
H&? 0& 1&u ate t/e im4&tan+e &' Genea% W&@ Be/a.i& in 1&u Re.ie? P&+e((G
a) N&t Im4&tant
36
$) S&me W/at Im4&tant
+) M&(t Im4&tant
*
Ae 1&u a?ae &' t/e +&n+e4t &' Pee Fee0$a+@ Ga) T& an E<tent
$) T&ta%%1
+) N&t at a%%
37
Se%' Re.ie? F&m
Name Re.ie?e DOJ
De(ignati&n DOR
L&+ati&n Pei&0
I) OBJECTIBE REBIEW H FEEDBAC"
(T& $e 'i%%e0 in $1 t/e Em4%&1ee an0 0i(+u((e0 ?it/ t/e Die+t&6 Pe(&n e4&ting t&!
Rating *: P&& Pe'&man+eC ,: Be%&? PaC 2: At PaC 3: A$&.e PaC 5: E<+e%%ent
N& Ta(@( Se%' Re.ie? Rating Re4&ting /ea0 Re.ie? Rating
1$
0$
6$
3$
C$
4$
38
II) Ot/e a((ignment(6ta(@( 6a+/ie.ement( t/at 1&u ?&u%0 %i@e t& menti&n &t/e t/an t/&(e
(tate0 in Se+ti&n I)
N& A((ignment( 6A+/ie.ement( Rema@(
III) S4e+i'1 t/e m&(t im4&tant 'a+t&( a''e+ting 1&u ?&@
Fa+i%itating Hin0eing
IB) N&te
(Wite /ee a $ie' 0e(+i4ti&n a$&ut 1&u ?&@ at Ha%+1&n!Signatue &' t/e Em4%&1ee
39
B) Re.ie?eI( Fee0$a+@
SECTION BI = J Genea% Rating K
(T& $e 'i%%e0 in $1 t/e e.ie?e!
Te+/ni+a% S@i%%( C&mment( Rating S&'t S@i%%( C&mment( Rating
Technical
Fnowledge
+ommunications
+oding 7ills Team playing
"nalytical and
9ogical 7ills
"ttitude
7tandards .roactive
9earn ability Bottom line
responsibility
Signatue &' t/e Re.ie?e
40
SECTION BII = J OBJECTIBE SETTING K
(T& $e 'i%%e0 in $1 t/e Em4%&1ee a'te 0i(+u((i&n ?it/ t/e Die+t&6 Pe(&n e4&ting t&!
N& O$-e+ti.e( Taget Date C&mment( &' Die+t&6 Re4&ting Hea0
1$
0$
6$
3$
5$
4$
Signatue &' t/e Em4%&1ee Signatue &' t/e Die+t&6Re4&ting Hea0
41
Pee Fee0$a+@ F&m
Bi$%i&ga4/1
Human Re(&u+e Management : Ga1 De(%e
A44ai(ing an0 De.e%&4ing Manageia% Pe'&man+e : T)B)Ra&
We$(ite
???)+ite/)+&m
42
F&u Name ===L Anna
Team Mem$e
F&u Fee0$a+@ &n t/e S@i%%( &' t/e Team Mem$e
.radeep 7undeep
,ating ,emars ,ating ,emars ,ating
+ommunication sills
Technical sills
Bottomline ,esponsibility
.roactiveness
Kob Fnowledge
9eadership 7ills
9earnability
Team .layer
.rocess adherence
Ouality of the wor product
Timeliness
"ny other &eedbac points
Aorst M
Bad 1
= 0
%ood 6
Lery %ood 3
8'cellent C
???)g&&g%e)+&m
???)+u(t&min(ig/t)+&m
43
doc_625477760.doc