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Module II

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Measuring Performance Appraisal Objectives KPAs Hindering factors Facilitating factors Rating Scales Expectations of the superiors.

Contemporary methods of appraisal

MBO Balance Score Card 360 degree Competency mapping Potential Appraisal

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MBO

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It is extremely successful and popular tool for harmonizing dyad relationships. It believes on the concept of constant and consistent communication between the two. It is based on the mutual consent of both the parties for objectives& KPAs for the subordinate. It consistent of Planning a high performance for tomorrow.

Balance Score Card

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Amity Business Basic Design of a Balanced Scorecard Performance System School

Amity Business School BSC is a technique of measurement

Measurement is the language that gives clarity to vague concepts. Measurement is used to communicate, not to control. Strategy can be described as a series of cause and effect relationships

Committing to a Performance Based Management

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Competency mapping

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A Competency is an underlying characteristic of a person which enables him /her to deliver superior performance in a

given job, role or a situation.

Competencies are seen mainly as inputs. They consist of clusters of knowledge, attitudes and skills that affect an

individuals ability to perform.

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Competencies underlying characteristic of a persons inputs. clusters of knowledge, attitudes and skills generic knowledge motive, trait, social role or a skill personal characteristics set of skills, related knowledge and attributes

What is competency mapping

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It is about identifying preferred behaviours and personal skills which distinguish excellent and outstanding performance from the average.A Competency is the ingredients (skills, knowledge, attributes and behaviours) that contribute to excellence.

Benefits of Competency Mapping

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"Effectiveness of an organization is the summation of the required competencies in the organization

Gap Analysis Role Clarity Selection, Potential Identification, Growth Plans. Succession Planning. Restructuring Inventory of competencies for future planning.

When should Competencies be used?

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Competency model leads to A Distilled set of underlying personal characteristics Data generation from outstanding performers in addition to subject matter experts and other job incumbents Outstanding Performance.

The Competencies are Behaviour Specific

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It is one thing, for example, to ask whether an employee "takes initiative," a very general concept, open to interpretation, but it is quite another to ask, "Was it typical of this manager to carry out tasks without your having to request that they be done?," a question which has only two answers, "Yes" and "No". Competencies  Help companies raise the bar of performance expectations.  Help teams and individuals align their behaviours with key organisational strategy.  Each employee understand how to achieve expectations.

COMPETENCY MAPPING MODEL

Amity Business School ORGANISATION DIRECTION VISION MISSION SHORT TERM & LONG TERM GOAL STRATEGIES VALUES

TRANSLATING THEM INTO ACTIONS FOR ACTUALISATION THROUGH  ORGANISATION STRUCTURE  ROLES, POSITIONS, JOBS CORE COMPETENCY OF THE ORGANISATION

ROLE COMPETENCY

Potential Appraisal

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It is a very important tool for appraisal for taking the right decisions to promote the right employee. Potential appraisals are required to help the organization chalk out a suitable and successful plan. It helps in advising employees about what they must do to improve their career prospects.

How do leading companies appraise potential

Phillips Hi lo Matrix -

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Feedback

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WHAT IS PERFORMANCE FEEDBACK? Feedback is giving specific and accurate information in a constructive way so that both employees and supervisors can improve their performance. Constructive feedback helps employees work more efficiently and it also improves communication.

IMPORTANCE OF PROVIDING FEEDBACK

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Increases motivation of employees Improved communication Helps improving performance Increases effectiveness and efficiency of employees Gives the employees all the information about their targets and standards

PRINCIPLES OF FEEDBACK

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Both positive and negative feedback should be given as close as possible in time when the relevant performance occurs The performance should be documented

KEY ELEMENTS OF PROVIDING FEEDBACK

Describe work related behavior Specific Non-evaluate Timely Empathetic Action plan

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ENSURING HIGH PERFORMANCE THROUGH Amity Business School FEEDBACK Setting goals with employees 2) Reevaluate goals frequently 3) Make goals specific and measurable 4) Goals don't have to be tied to sales 5) Make sure employees goals are attainable 6) Be consistent 7) Watch your timing 8) Avoid rivalry 9) Setting goals that tie employees into the success of your company

COUNSELLING

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Counseling is a process that enables a person to sort out issues and reach decisions affecting their life.

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Counseling is a formal process, initiated when a person has not responded to advice and assistance you have provided on a less formal basis, and will usually involve your taking the following steps: advise the person in advance that a discussion about his or her work performance or conduct is to be held at a given time and place, with sufficient notice to enable you both to come to the discussion prepared; arrange for the meeting to be held in private, although a support person for the person being counseled may be present, as well as someone you may have asked to attend as an observer; and keep a brief record of the meeting this could be a diary note.

Who should give the counseling?

Responsibility of Superior. If performance is affected by outside factors it is appropriate to refer to the person to the staff counsellor Or a professionally qualified counselor outside your agency.

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Where should you counsel and who should be present

Praise in public and criticize in private Place should be free from distractions Suitable time and informed beforehand

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