Suggested Exercises for Workshop

Evolving one KPA/KRA per participant in respective department and one objective to achieve that KPA/KRA, followed by discussion of 5 to 7 cases. 45 mins Giving negative feedback 5 to 7 examples - 15 mins Questions on following during workshop:- How do you assess critical success attributes? - What method do you adopt to get customer feedback and how is it incorporated in your assessment? - How do you judge interse potential of your team? - How do you add value to your team as a Manager?

Suggested Time Distribution for the Workshop

Process briefing of PMS process by HR - 45 mins Structured session Exercises Tea Break Total time - 90 mins - 60 mins - 15 mins - 3hrs 30mins

Performance Appraisal

Just exactly what is a performance appraisal? What is it s purpose?

Definition

The identification, measurement, and management of human performance in organizations.

Performance appraisal has many facets. It is an exercise in observation and judgement; it is a feedback process; and it is an organizational intervention. It is a measurement process as well as an intensely emotional process. After all it is an inexact human process.
Wayne F. Cascio

ABC Specific purpose

The PMS process - Annual Performance Appraisal and Development Review (APADR) is the core process for developing the highest standards of management performance in ABC Technologies. It provides a structured way for managers to manage themselves, their people and the business. The main purpose of PMS process is to develop the performance of individuals, as a key to ABC s continued business success.

What does PMS process Achieve?

Focus individuals on priority Key Performance Areas and Job Goals. Provide Feedback to Appraisee on his/her performance by Appraiser and Reviewer. Develop individuals against the critical success factors which ABCT believes are essential for its success. Ensure that an individuals performance and development is consistently assessed . Identify Individual Performance & Potential in line with the Company focus areas. Provides a summary of overall performance and development as a significant input into decisions on financial rewards.

Message by NICK WILKISON Group managing director DSG International

My main message is that let us work hard to create one team. I think that the spirit of this relationship has to be that our interests are aligned, our objectives are the same, our processes and the way of our working need to be same, and our business values are similar. And therefore we believe that working in the industry is also a great fun. And I want this team to be created that actually enjoys doing the job in hand.

Key Elements / Processes

Self Appraisal against KPA s

Learning & Development ( PEP )

DEFINING THE JOB (KPAS)

Performance Appraisal Feedback

Review & Normalization

What are Key Performance Areas or Key Result Areas?

Key Performance areas of a role are those functions which require priority attention and indicate the critical functions of the job relevant at present, and also in the future. or A Key Result Area is a major job responsibility from which your job is expected to produce results in order to fulfill its purpose. KRA an area where results are important, where success would be significant, and where failure would be disastrous

Arriving at the KRA s/KPA s

ROLE ANALYSIS

SWOT ANALYSIS
20:80 CONCEPT CRITICALITY AND PAYOFF

IDENTIFY KPA S / KRA S

INTEGRATING PLANS RESOURCE CONSTRAINT

Objectives / Goal Setting

Objectives / Goal Setting Specific Measurable (Quality, Quantity, Cost) Achievable (Build in stretch) Role Oriented Time Bound

What are the Inhibitors of Good Performance Appraisal ?

 Under training or poorly trained managers in the process of performance appraisal

 Not training employees

 Not preparing Beforehand

 Defensiveness

 Not Communicating During the Year

 Not Clarifying Enough

 Focusing On Appraisal As A Way Of Getting More Money

 Allowing One Sidedness

Problems with Subjective Assessment Measures

Halo effect

Personal prejudice

Rater Biases

Error of central tendency

Leniency & strictness bias

Preparing for the Annual Appraisal Exercise

Review Appraisee s KPA s and Goals / Objectives against achievements View PMS process submitted compare performance perceptions, fill your rating. Review Competency developmental / training needs Review promotional needs if applicable Seek group feed back if required Consider Appraisee s feed back Forward to appraisee and fix a date for Interview (give at least one weeks notice) Prepare how you will give feedback

Appraisal Interview
Be sincere informal and friendly Encourage appraisee to discuss his/her performance Give effective feedback - Focus on strong points and then point out areas for improvement in performance, not on personality - Identify specific actions to improve performance Emphasize willingness to assist the employee s efforts to improve performance End the evaluation by stressing positive aspects and reviewing improvement plans

Communication Skills for the Appraisal Interview Nonverbal Attending Open and Closed Questions Reflection of Feeling

Mastering The Art of Feedback

What is Feedback ?
Feedback is the Gift of Truth It is the art of evaluating or analyzing with knowledge and propriety the work or the behavior of any individual Feedback is about offering your perceptions and feelings in a non-judgmental manner to another person.

Feedback helps to address

Behaviours and attitudes as they relate to productivity and constructive working relationships with colleagues and clients Progress and accomplishments in attaining goals and undertaking tasks Learning needs and competencies critical to work success Any other matter that is linked to performance of the job and expectations.

The Irony of Performance

The one who loses most when an employee fails is the manager; the one who gains the most when an employee performs well is the manager.

When to give Feedback ???

Performance and Feedback Linkage Feedback which is important for performance evaluation must be highlighted at the performance appraisal (strategic). However, routine or everyday observations and operational feedback may be given continuously (tactical). Feedback has to be at least once in three months and in some cases immediate if needed. However, it is not a good idea to give feedback too often over trivia as this gives the employee a feeling of being watched.

Delay in communication
Feedback should never be given in the middle of a crisis. It should always be done when pressures are relatively lesser A delay in communicating with a team member about issues concerning his work is considered an unpardonable offence on part of the manager. A manager should spontaneously and constructively keep track of the developments to ensure he doesn t give unsubstantiated feedback

Avoiding negativity
Delayed negative feedback becomes meaningless Often managers delay criticism for fear of confrontation. Giving negative feedback is an art. It must be given in the context of the effect of the negative work. Any negative feedback should not be based on opinions or views , as every human being is different. Positive feedback if delayed is a lost opportunity to build morale

Miscellaneous aspects about Feedback ?

Feedback is not about forms/formats

According to Kelly Allan "If you use forms/formats as the basis for meetings about performance, you change only one thing - what might have been a natural, helpful conversation into an awkward, anxious inspection."

Miscellaneous aspects about Feedback ?

Feedback is where you find it

According to Chris Oster, "If I buy something, I'm more committed to using it than if someone gives it to me. The same goes for feedback. If I solicit feedback, I'm more inclined to use it."

Miscellaneous aspects about Feedback ?

Giving people a raise isn t the same a Giving them Feedback

According to Kelly Allan A raise is a transaction about how much money you or I can get. Feedback is a conversation about how much meaning you and I can create. Feedback is about success for your people and your customers. Pay is about marketplace economics and skills.

Giving Feedback - Summarized Time it

Prior to the meeting, review your comments Establish a safe environment Offer your comments as perceptions Focus on specific behaviours that the person can change Be specific instead of general Give the person an opportunity to explain and to offer their ideas Include observation on constructive behaviours as well as negative Offer specific suggestions for improvement Summarize and express support

How to receive Feedback ?

Be Open Seek clarification, if appropriate Avoid reacting immediately Respect the feedback given Take time to decide Acknowledge and thank the person for the feedback

Feedback to your Boss ???

While challenging the boss is risky business, it's got some real upside potential, when you offer your boss valuable feedback, he'll come to value you as a trusted guide" says workplace coach William Treasurer, author of "Right Risk.

Feedback to your Boss

Challenging the boss means making choices in three arenas Heart: Channel your feelings so you're honestly constructive. Head: Figure out the reasons why the policy isn't working. Hand: Talk about how to do it differently.

Feedback Values and Attitudes

Trust Mutual Respect Genuineness Commitment Positive Regard Communication Responsibility and Accountability

Make Appraisals Right

Remember the following 6 basic steps

How to make appraisals right!

1. Be objective
Everything we say should relate to the job or job performance Don t get caught up in personalities Judge the work, not the individual

How to make appraisals right!

2. Always base appraisals on goals and standards
Make sure employees know what you want and when you want it Make the goals realistic and fair Get feedback from employees to make sure they understand and then Make sure you have a way to measure performance

 Recognize that defensive behavior is normal Never attack a person s defenses Postpone the discussion Recognize your own limitations

How do you Handle a Defensive Appraisee ?

How to make appraisals right!

3. Be honest
Tell employees the truth about their performance Don t be brutal, but don t sugarcoat it either Be straightforward and professional

How to make appraisals right!

4. Be consistent
Use the same criteria that you have used on all other reviews

How to make appraisals right!

5. Encourage the Person to talk
Listen to the appraisees point of view, his/her needs and aspirations. Discuss not dictate areas for improvement

How to make appraisals right!

6. Follow company policy
Stick to the laid down policy Don t make promises or threats

Assessment by Reviewer / B U Head

Does the Appraiser have sufficient knowledge about the Appraisee Is the Appraisal based on demonstrated performance Is there any Bias Consistency within the group Lenient/Strict analysis Normalization

Potential Appraisal
People are like icebergs. What you see above the surface (performance ) is only a small part. A large part of the attributes needed to perform excellently in a future job, which is potential, is not immediately visible. It is hidden below the surface.

Potential Assessment How ?

Analytical Power Creative Imagination Sense of Reality Capability of taking holistic view Effective leadership

Performance Appraisals aren t just another task .

.they deal with people s lives and futures! Good appraisals really motivate good employees Good appraisals can turn around employees who need help Good appraisals help build good relationships Good appraisals help build great Companies