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Performance Development Appraisal

Performance Development Appraisal

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Published by petercrouch202
performance development appraisal
performance development appraisal

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Published by: petercrouch202 on Mar 02, 2011
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Performance development appraisal
I once saw a quote in a book by Tom Clancy, called "Net Force" (Published byHeadline Book Publishing, a Division of Hodder Headline PLC, ISBN 0 7472 60400). The quote read:"Remember the Rule of the 5Ps- Proper Planning Prevents Poor Performance"I could not agree more! (Actually the quote was the 6Ps - I left out the four-letter expletive that went before the word 'poor'!) In my view, the essence of a goodperformance management system revolves around planning - in this case individualperformance planning, derived from organisational planning. When this model isfollowed, not only will planned business goals be more effectively achieved,individuals will be more motivated, as they know with greater clarity than ever before, exactly what is expected of them, and what their part has been in thecompany's success. Organisations that are better able to reward good performances,are planning for their future success.The Performance Management System (PMS) which I have designed for a number of companies here, has two distinct parts A and B, and is the means by which individualmanagerial or supervisory performance is linked to an organisation's businessobjectives and operating plans (Part A) and to the organisation's future throughassessing the potential of each managerial or executive level employee(Part B). For any company to be successful every Manager must establish and agree precise,measurable and objective standards and goals for individual performance that will inturn lead to improved performance by the company as a whole.This Performance Management System (and its sister system, covering clerical andoperator level employees), is put together after many years of experience withperformance management, both as a Corporate Human Resource Manager and as aConsultant. Our aim is to provide our clients with all the company needs to introducea simple, but effective system of measuring and rewarding employee performances.The Aims of PMS· PMS aims to make every managerial and supervisory level employee completelyaware of the company's business plans, and through the cascading of those plans toindividuals, provide them with the motivation to achieve, and then, the ownership of success· PMS is concerned with improvement - organisationally through increasedcontribution by each individual and personally through the broadening of experienceand career opportunities.
· It aims to make the appraisal of Managers and Supervisors as fair as possible andless subjective, by focusing on planning, performance, priorities and key result areas.· It seeks to provide rigorous and current information about an executive in order toactivate appropriate training and development opportunities and to facilitate career progression.The Role of PMSPMS is central not only to a need to develop, train and motivate employees, but alsoto its continued business success. It provides a structure to focus the resources andactivities of all Managers on achieving the company's major business objectives. PMSis the basis for assessment of performance, ability and potential and an essentialsource of data on employees for manpower and succession planning purposes.Completion of Parts A and B are best separated in time, eg by six months. When thetwo quite different objectives of each part are separated in time, the experience of many major companies has been that far more effective attention is given to theassessment of individuals' potential, development and training needs.However, if a company so chooses, there is nothing to prevent them carrying out PartsA and B at the same time, say both at the end of the year. But we do urge suchcompanies to hold two separate discussions between Appraiser and Appraisee, inorder that sufficient focus is directed to the employee's longer-term potential andtraining and development needs.PMS has four basic components, which are largely guided by the business planningcycle.Performance PlanningIn January (or at the start of the cycle, if it is not January) of each year, following thecompany's annual business planning process, and the previous year's appraisal oneach Manager and Executive, the Appraiser and Appraisee jointly AGREE targets for the coming year, which must flow from agreed Key Result Areas. These individualtargets cascade directly from the company's corporate business objectives, and aresupplemented by more personal goals that are often developmental in nature.Performance ReviewThroughout the year, Appraiser and Appraisee need to have regular informal meetingsto review progress against targets. They examine together where revisions may needto be made in the light of changing business priorities, or where it is felt that apreviously agreed target may now be unattainable due to circumstances beyond thecontrol of the Appraisee. Changes to targets should not ordinarily be made in caseswhere targets have been achieved or exceeded far earlier than expected. However,Appraiser and Appraisee may agree on additional targets where this will benefit boththe company and the Appraisee.

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