HR SEMINAR-PERFORMANCE

APPRAISAL 1
PERFORMANCE
APPRAISAL

Anshu
Naeema
Fazil
Shabana
Shibin
HR SEMINAR-PERFORMANCE
Yasser
APPRAISAL 2
PERFORMANCE APPRAISAL
Appraisal is the evaluation of worth & quality

--“ Performance appraisal is the systematic

evaluation of the individual with regard
to his or her performance on the job and
his potential for development”-- Beach

Periodical , performance review

Same approach to employees, enables comparison
 Merit rating, decides career graph
HR SEMINAR-PERFORMANCE
APPRAISAL 3
Objectives..

•Salary increase
•Promotion
•Training and Development
•Feedback
•Pressure on employees

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APPRAISAL 4
Need and Importance
Personal Attention
Feedback
Careerpath
Employee Accountability
Communicating divisional and company
goals

HR SEMINAR-PERFORMANCE
APPRAISAL 5
PERFORMANCE APPRAISAL
PROCESS

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APPRAISAL 6
 METHODS OF
PERFORMANCE APPRAISAL
Traditional Methods
 Ranking method
 Paired comparison
 Grading
 Forced distribution method
 Forced choice method
 Checklist method
 Critical incidents method
 Graphic scale method
 Essay method
 Field review method
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APPRAISAL 7
 Modern Methods
 Appraisal by results or objectives
 Behaviorally anchored rating scales
 Assessment centres
 360-degree appraisal

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APPRAISAL 8
Ranking Method : oldest method of appraisal
◦ Person is ranked based on traits and characteristics
◦ Helpful if no: of people is very less
◦ This method has limited value as it is difficult to
assess as human traits and rank
Paired comparison:
◦ Slight variation from rank mtd as designed for
large groups but this increases work also
◦ Each person is compared with other persons taking
one at atime
◦ Better comparisons of persons
◦ Rater can decide the pair of employees to be
compared
HR SEMINAR-PERFORMANCE
APPRAISAL 9
Grading :
◦ categories of abilities of performance are defined well
in advance and people are put into these depending on
their traits and characteristics
◦ It may be like good , average, poor, very poor like
grades
◦ Useful for promotion based on performance
Forced distribution method:
◦ Appraiser is forced to appraise the appraisee
according to the pattern of normal curve
◦ Assumption is that employees performance level
conforms to a normal statistical distribution
◦ This overcome the problem of adopting a central
tendency of rating
HR SEMINAR-PERFORMANCE
APPRAISAL 10
Forced-choice method:
◦ Contains a series of group of statements
◦ Rater checks how effectively the statement
describes each individual being evaluated
◦ More objective method
◦ Problems in constructing statements
Check-list method:
◦ The rater provides appraisal report by answering
a series of questions related to appraisee
◦ Each question have alternatives, yes or no
◦ It id difficult to assemble, analyse and weigh a
number of statements

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APPRAISAL 11
Critical incidents method:
◦ Only critical incidents and behavior associated
with these incidents are taken for evaluation
◦ 3 steps: a test on noteworthy of job-behavior is
prepared, a group of experts assign scale values
based on desirability for the job and checklist of
incidents which define good and bad employee is
prepared
Graphic scale method: linear rating scale
◦ Printed appraisal form contains various employee
characteristics and job performance
◦ Provide rater with a continuum representing
varying degrees of a particular quality
◦ Problem arise in defining various traits and
HR SEMINAR-PERFORMANCE
judging these APPRAISAL 12
Essay method:
◦ Rater assesses the employees on certain
parameters in his own words
◦ Each rater may have his own style an
perception and may be biased
Field Review method:
◦ Employee appraised by another party, usually
from HR dept
◦ More objective view in appraisal
◦ No pressure from supervisor
◦ Chances of bias are reduced

HR SEMINAR-PERFORMANCE
APPRAISAL 13
Appraisal by results or objectives:
◦ It’s the system of evaluation of managerial
performance against the setting and
accomplishing of verifiable objectives
◦ This method draws the its root from MBO
◦ Targets are pre fixed in terms of quantity, it
makes assessment easier.
BARS method:
◦ BARS gets away from measuring subjective
personal traits and instead measures observable,
critical behaviors that are related to specific job
dimensions
◦ Aimed at specific dimensions of job performance
◦ Rater can give objective feedback
HR SEMINAR-PERFORMANCE
APPRAISAL 14
Assessment Centres:
◦ Developed by German Army in 1930’s
◦ Test candidates in a social situation, using a
number of assessors and variety of procedures
◦ Multiple trained assessors must be used
◦ It assess objectively various skills like
interpersonal interaction, creativity, organising
and planning, quality of thinking… etc
◦ Its subject to personal biases, mistaken
impressions and false inferences

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APPRAISAL 15
360 degree Appraisal
◦ Introduced by General Electric Co in 1992
◦ Widely used now in India also
◦ Besides appraising performance, other talents
like behavior, values, and technical
considerations are also appraised
◦ Superior appraises the employee
◦ Appraisal is also done by peers, sub ordinates,
clients, hr dept..
◦ This mtd works best if the employee concerned
matches the data gathered with his own self
assessment

HR SEMINAR-PERFORMANCE
APPRAISAL 16
Assessment of traditional methods
More prone to biases, may mislead since
it is mere observation
Problem in identification of threats
Resistance of employees to be evaluated
on the basis of traits
Resistance from superiors also
In fact no man made system may be perfect
because of the complex nature of human
behavior and individual difference !!
HR SEMINAR-PERFORMANCE
APPRAISAL 17
 POTENTIAL APPRAISAL

To determine an employee’s likelihood to

succeed in the new job, potential
appraisal is carried.
Some companies integrate both potential
and performance appraisal together but
some companies do it separately

HR SEMINAR-PERFORMANCE
APPRAISAL 18
Steps..
Determination of the role dimensions for
which an employee’s potential is to be
appraised
Mechanism for appraising these attributes
in an employee should be determined
Appraisal done in light of various
attributes
Feedback, counseling, training and
development, promotion, job rotation etc..
HR SEMINAR-PERFORMANCE
APPRAISAL 19
Barriers to Effective Appraisal
Faulty Assumptions
Psychological Blocks
Technical Pitfalls
 Criterion problem
 Distortions
 Halo effect
 Central tendency
 Constant errors
 Rater’s liking and disliking

HR SEMINAR-PERFORMANCE
APPRAISAL 20
Overcoming Barriers..
Comparison of ratings
Focus on objective analysis
Ratings made by immediate supervisors
Rating should be reviewed with ratee
Effective feedback system

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APPRAISAL 21
 Effective feedback Ineffective feedback

Intended to help the Intended to belittle the

employee employee
Specific General

Descriptive Evaluative

Useful Inappropriate

Timely Untimely

Employee readiness for Makes the employee

feedback defensive
Clear Not understandable

Valid Inaccurate
HR SEMINAR-PERFORMANCE
APPRAISAL 22
Performance Appraisal in Infosys Ltd and
HP ltd
More or less same process
360 degree appraisal
Infosys follows iRace policy
Competency based grading
Both co’s conduct WBR and MBR
Quarter reviews
Appraisal done in each 6 months.
January-june and july to december

HR SEMINAR-PERFORMANCE
APPRAISAL 23
Initialstage is self appraisal with help of KRA’s, goal
sheet and original results of employee’s work
Many criterias like quality, quantity, client satisfaction,
project and process knowledge etc..
Management team have a review over the actual
performance and self appraisal grade and finalize the
grade
Review with immediate supervisor and team lead,
sometimes manager also
Platform to speak out
Documentation of every action by the employee and
employer is very important
Grading is finalised, grivience if any employee can
approach the higher officials
HR SEMINAR-PERFORMANCE
APPRAISAL 24
Thank You!!

HR SEMINAR-PERFORMANCE
APPRAISAL 25