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Talent Management - Lecture 8

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18 views

Talent Management - Lecture 8

Uploaded by

kerwills99
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Talent Management

Lecture Eight
Talent/Performance Appraisals

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Performance Appraisal
There is nothing as useless as doing efficiently that which should not be
done at all. ‘What gets measured gets done’. You can’t manage what
you can’t measure. That which purses you determine the speed at which
you jump.

 Performance appraisal is a process of measuring and evaluating


behaviors and assessing how well it matches expectations.
 Performance appraisal is a systematic description of employees’
relevant strengths and weaknesses.
 Appraisals aim at evaluating the extent to which the individual is
achieving the objectives of the given job, in relation to the objectives
set by the departments they work in.
 Appraisal therefore is done to assess how well the individual
performs on allocated tasks in order to identify their shortcomings
and correct them. It also enables managers to report on employee
potential for advancement to higher positions within the organization.
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Parties involved in Performance Appraisal
Immediate supervisor:

Performance appraisal can be done by employee’s manager and often


reviewed by a manager one level higher; or immediate supervisor. It
has been the traditional approach to evaluating an employee’s
performance. Managers often complain they that they do not have time
to fully observe the performance of employees hence rely on available
data. However, if reliable and valid measures are not available it is
likely to be inaccurate.
This is because he is in better position to observe the employee
performance.

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Parties involved in Performance Appraisal
Peers:

It’s where individuals of equal rank who work together increasingly


evaluate each other. Peers can identify leadership and interpersonal
skills along with other strength and weaknesses of their co- workers.
For example, a superior rating a patrol officer on several dimensions,
like dealing with public may not have an opportunity to observe him or
her/her fellow peers. This includes (employees working at the same
level or under similar conditions). However, this method is often
limited by peer ratings being often regarded as unpopularity, Managers
are reluctant to give up control over appraisal process and those
receiving low ratings may retaliate against their peers.

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Parties involved in Performance Appraisal
` Rating committees.

These are usually composed of senior members of staff of a given department.


These either jointly appraisal the staff at the same time or at different times and
compares the rating to get an agreed average performance rate for the employee.

Self-rating. The individual is given an opportunity to provide their own


assessment of how well the able to meet their own goals and targets. Employees
evaluate themselves on a self-appraisal form. This is beneficial where managers
are seeking employee involvement in the review process. It targets am
employee’s thinking about his strength and weaknesses and may lead to
discussion of barriers to effective performance. Also helps both managers and
employees discuss future performance goals and employee development plan.
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Parties involved in Performance Appraisal
• Subordinate Appraisal

This is referred to as upward feedback where the appraisal of


supervisor by subordinate to give managers feedback on how their
subordinates view them. As a result of frequent contact and unique
position, subordinates can observe many performance related
behaviors, for example leadership skills, interests in subordinates, etc.
Since this method gives subordinates power over their supervisors,
they are reluctant to adopt it especially if it forms a basis for
performance decisions.

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Parties involved in Performance Appraisal
• Client/customer system

Performance appraisal can prefer to depend on the use of internal and


external customers as sources of performance appraisal information.
For example, some of the questions asked may include:
o Are you satisfied with your experience at this organization (name of
organization)?
o What do we do well at (give name of organization)?
o What should do we need to change at (name of organization)?
o What can we do to serve you better?

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Traditional Performance Appraisals
 Graphic Rating Scales: this is the simplest and most common
technique for appraising performance. The Manager designs a
rating scale that lists a number of traits and factors that are relevant
to performance. The employees are rated by identifying a score that
best describes his/her level of performance. There’s a space on the
form for the supervisor’s comments.

 Forced distribution: This is where the rater establishes


performance standards or percentages, so that the ratees are placed
according to their performance levels.

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Traditional Performance Appraisals
 Critical Incident Method: The supervisor keeps a record of
uncommonly good or bad work- related behaviors which may be
discussed with employee at pre-determined times. This is useful for
identifying specific examples of good and poor performance. The
supervisor can then plan how to correct the deficiencies.
 Narrative forms: Here the raters describe in writing an employee’s
strengths and weaknesses and potential. The rater also makes
suggestions for improvement. This method assumes that the rater is
very knowledgeable about the employee’s performance.
 Paired comparison method: A comparison regarding how well
each performance trait is performed to all other employees until a
comparison of how well one employee performance as relative to
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each of the other employee.
Modern Performance Appraisal Methods
 Management by objectives (MBO): This can be described as
process whereby superiors or subordinates of the organization jointly
identify each individual’s major areas of responsibility in terms of
results expected from him and use the measures of operating the unit
and assessing each contribution. Or MBO require managers to set
goals with each employee and periodically discuss his or her progress
towards his goals.

 Checklist method: In this method series of statements i.e questions


and answers in yes or no are prepared by HR department. The
checklist is presented to the rater to tick appropriate questions relevant
to the appraisee. When the checklist is completed its sent to the HR
department to prepare final scores of all appraisers according to the
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questions.
Modern Performance Appraisal Methods
 Cost Accounting: This Method evaluates an employee
performance from the monetary benefits the employee yields to
his/her organization. This is sustained by establishing a relationship
between the costs involved in retaining the employee and benefits
derived from him or her.
 Assessment Centre: This method is used for supervisory potential.
An access center is central location where managers come together
to participate in well-designed or stimulated exercises. They are
assessed by senior managers supplemented by physiologists in
Human management. At the end of the process, feedback in terms
of strength is provided by the raters.

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Modern Performance Appraisal Methods
 360-degree feedback (all round appraisal)
In this method an employee is appraised by his superior, subordinates, customers
and rating committee and with whom he interacts in the cause of his job
performance. All these appraisers provide information or feedback of an
employee by completing questionnaires designed for this purpose. It is based on
an all-round feedback. It is more likely to be more accurate. However, it always
suffers from subjectivity.

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The END

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