Performance appraisal software

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I. Contents of getting performance appraisal software

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Appraisal Management
Ongoing feedback is essential for employees to understand how they are performing, how they
contribute to corporate goals and next steps for career development. The PeopleFluent
Performance Management System automates all components of the traditional appraisal
including employee performance, competency and goal ratings. When applicable, development
actions may be associated and supporting content included. A single calculated performance
score may be derived automatically from weighted individual ratings.
Performance appraisal screens, including rating scales and areas to contribute qualitative
narrative, are configurable to match the design of an organizations employee performance
management process. Configurability lets you choose how the form is delivered to managers and
employees and what appears on the form, including qualitative feedback, performance rating
scales, competencies, goals or other elements that define this plan.

Competencies and skills are foundational building blocks of integrated talent

management. PeopleFluent includes a sample competency library as part of the performance
management software's core offering, as well as the flexibility to add client-specific
competencies into the solution.
All steps in the performance process are industry specific and role sensitive with rolebased behavior configurable by the client to insure the managers and employees time is
focused on exactly what they need to do.
If applicable, each individual rating for competencies, goals or other measures may be
weighted and calculated as configured by you to provide a calculated performance score

recommendation that takes into effect and balances all dimensions of performance
management to assign the final rating.
Goal Management
Create a connection to link individual goals to organizational and company-wide objectives. Use
a shared goal library to enforce consistency in how goals are created. Design a real-time
feedback process in which managers capture performance information about accomplishments
and challenges every day. Through proactive goal management, you can recognize and record
accomplishments and identify performance issues that may require attention.
PeopleFluent Performance Management System goal setting and alignment lets organizations
align corporate goals that are priorities of the business to individuals, teams, divisions or
organization goals. Goal processes may be set up as part of an overall performance appraisal
process or independently.

Alignment capabilities allow for the option of either letting employees self-align to
higher-level goals, or letting organizations cascade and mandate goals, if preferred.

Goal results and progress are tracked over time to show progress toward completion.

For goals that tie directly to compensation, PeopleFluent Performance Management

System allows for a fully integrated connection to use performance ratings, goal results, and
other talent measures or outcomes to appropriately inform and influence associated salary
and incentive payouts.

For organizations that require additional reinforcement of objective criteria or want to

simply assist planning managers, PeopleFluent offers goal library capability that lets
managers and employees select goals and associated descriptions from a client-defined goal
library.
360 / Multi-rater Feedback
Create a multi-dimensional view of employee performance. Gather feedback beyond a direct
manager, including team members, peers, and indirect managers in the performance review
process to receive valuable insights into how an individual is perceived, their overall strengths,
and potential areas for improvement.
All elements of the performance management form used for an appraisal may be repurposed for
either multi-rater, 360, or ad-hoc assessment at any time during the year. Alternatively, new
assessment forms, measures and rating scales may be configured uniquely for these purposes.

Performance teams can configure and run a multi-rater process for a particular group of
people or for an individual and do so during a specified timeframe.
The solution provides assistance for employees to select and nominate reviewers. A
workflow communicates the status to the nominated person, the HR team and senior
management, as appropriate

When completed, assessment results including both ratings and qualitative scores
may be aggregated into a consolidated view for review by the employee, his or her manager
and HR.
Talent Profiles
Collect important details about your workforce using talent profiles. Talent profiles are easily
accessible based on access rights and can help guide strategic talent planning. Internal mobility
and growth within an organization keeps workers engaged.
The Talent Profile serves as the talent management hub, capturing historical performance
management data for easy reference by employees, their current and future managers and HR.
You can search for specific skills and competencies within talent profiles and reduce the risk of
overlooking your best people when filling an open position.
==================

III. Performance appraisal methods

1. Essay Method
In this method the rater writes down the employee
description in detail within a number of broad categories
like, overall impression of performance, promoteability
of employee, existing capabilities and qualifications of
performing jobs, strengths and weaknesses and training
needs of the employee. Advantage It is extremely
useful in filing information gaps about the employees
that often occur in a better-structured checklist.
Disadvantages It its highly dependent upon the writing
skills of rater and most of them are not good writers.
They may get confused success depends on the memory
power of raters.

2. Behaviorally Anchored Rating Scales

statements of effective and ineffective behaviors

determine the points. They are said to be
behaviorally anchored. The rater is supposed to
say, which behavior describes the employee
performance. Advantages helps overcome rating
errors. Disadvantages Suffers from distortions
inherent in most rating techniques.

3. Rating Scale
Rating scales consists of several numerical scales
representing job related performance criterions such as
dependability, initiative, output, attendance, attitude etc.
Each scales ranges from excellent to poor. The total
numerical scores are computed and final conclusions are
derived. Advantages Adaptability, easy to use, low cost,
every type of job can be evaluated, large number of
employees covered, no formal training required.
Disadvantages Raters biases

4. Checklist method
Under this method, checklist of statements of traits of
employee in the form of Yes or No based questions is
prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.
Advantages economy, ease of administration, limited
training required, standardization. Disadvantages Raters
biases, use of improper weighs by HR, does not allow
rater to give relative ratings

5.Ranking Method
The ranking system requires the rater to rank his
subordinates on overall performance. This consists in
simply putting a man in a rank order. Under this method,
the ranking of an employee in a work group is done
against that of another employee. The relative position of
each employee is tested in terms of his numerical rank. It
may also be done by ranking a person on his job
performance against another member of the competitive
group.
Advantages of Ranking Method
Employees are ranked according to their
performance levels.
It is easier to rank the best and the worst
employee.
Limitations of Ranking Method
The whole man is compared with another
whole man in this method. In practice, it is very difficult
to compare individuals possessing various individual
traits.
This method speaks only of the position where an
employee stands in his group. It does not test anything
about how much better or how much worse an employee
is when compared to another employee.
When a large number of employees are working,
ranking of individuals become a difficult issue.
There is no systematic procedure for ranking
individuals in the organization. The ranking system does
not eliminate the possibility of snap judgements.

6. Critical Incidents Method

The approach is focused on certain critical behaviors of

employee that makes all the difference in the
performance. Supervisors as and when they occur record
such incidents. Advantages Evaluations are based on
actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces recency biases,
chances of subordinate improvement are high.
Disadvantages Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback
may be too much and may appear to be punishment.

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