BEM FEB UB 2012- Performance appraisals

What is Performance appraisal? Performance appraisal systems contain two basic systems operating in conjunction: an evaluation system and a feedback system. The main aim of the evaluation system is to identify the performance gap of members (if any). This gap is the shortfall that occurs when performance does not meet the standard set by AIESEC as acceptable. The main aim of the feedback system is to inform the member about the quality of his or her performance. (However, the information flow is not exclusively one way. The appraisers also receives feedback from the employee about job problems, etc.) Note:

Member point of view: 1. Understand the contribution that he/ she has to make to the organization 2. Understand how well he/ she has made that contribution 3. Get support to improve performances 4. Get recognized for outstanding performances 5. Get support for achieving personal career goals through performing the AIESEC role

BEM'ers Point of view: 1. Ensure each member contributes to organizational performances 2. Create accountability 3. Become more objective in rewards and recognitions 4. Opportunity to give and receive feedback from the members 5. Build trust and support members in their functional job roles

"Performance appraisal leader and member and communication."

Note: "Performance appraisal is a process that involves both leader and member and lot of two way communication."

How to do a performance appraisal

SETTING UP THE PLATFORM

When one of your members is assigned to a new role, the superior (his teamleader or VP) must s his first day at work to have an expectation setting meeting. Here you need to clarify the JD a that the member is expected to achieve. Make sure that member is clear about what is expected of him. And ask him about what learning expects and the support that he requires to deliver results and for his development. Also make su process of PA at this meeting itself.

PERPARATION

You need to agree on the date for PA meeting with the member atleast 1 week in advance to giv for both parties. Give your member a copy of the PA form and ask to bring it to the meeting fill understanding of his performances. Ask him to bring any support material that wlil be useful to sh achieved to the meeting. Before the meeting the appraiser must review and reflect about the past performances of the checklists etc.) and fill the PA form as per his understanding before going to the m

PRE CONVERSATION

At the meeting first thing is that you need to keep the appraisee at ease and build trust. Take f that friendly environment. And then breifly remind him how PA is going to happen. In simple word attitude...

APPRAISAL

If you were successful in the above things then you must feel prepared and confident to handle the whole process Share your filled forms and discuss on how each of you see and feel about th appraisee. Listen to the challenges that he faced and finally agree on the performances and achi numerical scale. What is important is for the appraisee to understand if there is a "performance empathetic and ask questions to make sure he understands.

FEEDBACK

Rule no. 1 - It is not just giving feedback but also receiving feedback. When you identify the performance gap then it is the time to discuss how to close the gap and im and find out what stops him from doing his best. Is it knowledge, skills or something else? And w discuss how to overcome that. What actions he can take and what support you ca If he has outstanding performance feel free to acknowledge that and encourage him to improve fu give some feedback to yourself about the support that you gave him

FOLLOW UP

Following up with the things agreed upon. Check whether the member is actively follow the actio the performance gap. (Ex. Attend some trainings, arrange coaching sessions...) And make sure deliver the support that you promised for the member

Note: Matter of conflict

If you find major disagreements with the member regarding how they percieve their performance and how a to appraiser's analysis and ask the member to give his/ her concerns or opinion in writing. And then attach approval. Note: Approval system

In using PA for rewards and recognition system, MCVP functional, MCVPTM and then MCP should appro selection LCs will be asked to send these records and thus you need to prepare them in Note: Leadership performance appraisals

Note: Approval system

In using PA for rewards and recognition system, MCVP functional, MCVPTM and then MCP should appro selection LCs will be asked to send these records and thus you need to prepare them in Note: Leadership performance appraisals

MC shall keep a record base of performance appraisals of LC managers, LCEBs, LCPs and National suppo recognition and succession planning. So when you conduct PA's with LC managers and LCEB's the outpu MC coach for that LC. LCP performance appraisals shall happen w

How to use the PA form Use the PA form to set the "Job related goals" and "Other targets". Identify "Due date", competencies and skills. Review the selection feedback form and identify key development areas and mention it under "Development areas".

erior (his teamleader or VP) must sit with this member in Here you need to clarify the JD and agree on the goals ected to achieve. m. And ask him about what learning and development he for his development. Also make sure that you explain the meeting itself.

er atleast 1 week in advance to give time for preparation and ask to bring it to the meeting filled according to his port material that wlil be useful to show the results that he meeting. bout the past performances of the appraisee (reports, nderstanding before going to the meeting.

Send a copy of the PA form to the appraisee and ask him to fill the "% achieved" and accordingly the score that he gets. Also ask him to do a self assesment on competencies and skills. You do the same thing before meeting.

aisee at ease and build trust. Take few miniutes to create A is going to happen. In simple words start with a positive ...

prepared and confident to handle this most critical part of w each of you see and feel about the performances of the gree on the performances and achievements to put in the nderstand if there is a "performance gap". Be open but make sure he understands.

Compare the forms that you and the appraisee has filled in before the meeting and discuss on it. And make the final mutually agreed version of PA.

ack but also receiving feedback. discuss how to close the gap and improve. Ask questions ge, skills or something else? And when you find that out e can take and what support you can offer. at and encourage him to improve further. Ask appraisee to ut the support that you gave him

Agree on "Development areas" based on the performance gap, agree on what support you can provide and mention it under "Development areas"

member is actively follow the actions agreed up on to fill aching sessions...) And make sure that you also actively romised for the member

Communicate minimum once every month to follow up on the progress with "Job related goals" and actions mentioned under "Development areas"

of conflict

eir performance and how appraiser percieves it, mark the PA form according in writing. And then attach that to the PA form before sending it for the final al.

al system

nd then MCP should approve the records given by the LCs. At the time of ou need to prepare them in advance and keep it with you.

rmance appraisals

al system

nd then MCP should approve the records given by the LCs. At the time of ou need to prepare them in advance and keep it with you.

rmance appraisals

LCPs and National support managers. This is for the purpose of leadership gers and LCEB's the output should be directly sent to the MCVPTM through appraisals shall happen with MCP.

BEM FEB 2013 - Perfomance appraisal form

NAMA: Posisi: staf Divisi Sosma START DATE: DEPARTMENT: KODIV: LAST APPRAISAL ON: SOSPOL Arga -

A JOB RELATED GOALS Target 100 13 3 4 100 100 Achieved Score 0 0 0 0 0 0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

B 89-70 16 16 16 16 16 16 16 16 16 16 16 16 16

C 69-50 12 12 12 12 12 12 12 12 12 12 12 12 12

D <49 8 8 8 8 8 8 8 8 8 8 8 8 8 Total score 100% is calculated by taking 80% score of "Job related goals" and 20% score from "Other targets" score and adding together. ** This emphasises that more focus should be given to main targets.

Paham mengenai departemen dan divisi

Mengenal banyak anggota sospol

90-100 20 20 20 20 20 20 20 20 20 20 20 20 20

Tingkat kehadiran ke BEM dalam seminggu Paham mengenai proker sosma Analisis Sosial Keseimbangan profesionalitas dan kekeluargaan

Number of job(s) done

6 Score

120

0 0

A OTHER TARGETS (Non core) mengenal biro dan departemen dengan baik mengenal struktur BEM dengan baik mengenal KMFEB UB dengan baik Target 70 26 18 Achieved Score 0 0 0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 90-100 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20

B 89-70 16 16 16 16 16 16 16 16 16 16 16 16 16 16 16 16 16 16

C 69-50 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12

D <49 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8

Number of job(s) done

3 Score :

60

0 0 0
H Group PE Form 2004 Version 2.0

Total Score out of 100%