MEASURING APPROACH :

KFC measures their employees performance on the basis of their behavior .they used
comparative system to measure the employees performance. They measure actual
performance relative to expected performance. When KFC started its performance
management system so at that it used 360 degree feedback to evaluate its employees in which
every employee was evaluated by his supervisor and his peers. The also launched their own
ranking scale named by “My Growth Body”. KFC measures their employees performance on
the basis of their behavior .they used comparative system to measure the employees
performance.

What a 360 Feedback Survey Measures?

• 360 feedback measures behaviors and competencies

• 360 assessments provide feedback on how others perceive an employee

• 360 feedback addresses skills such as listening, planning, and goal-setting

• A 360 evaluation focuses on subjective areas such as teamwork, character, and leadership
effectiveness

“My Growth Body”

This was the rating scale introduced by the HR department of KFC in 2000-01 which they
used to measure the performance of their employee. The information which they collected
from 360 degree feedback it provided them a base on which they can rank their employee as
a good performer or a bad performer. So basically in MGB there were 5 five points, the
employee who was a low performer is ranked on 3 and the good performer who achieved his
targets was ranked on 5.

WHAT APPRAISAL SYSTEM IS USED

KFC use 360 degree feedback (“refers to the 360 degrees in a circle, with an individual
figuratively in the center of the circle. Feedback is provided by subordinates, peers, and
supervisors. It also includes a self-assessment and, in some cases, feedback from external
sources such as customers and suppliers or other interested stakeholders. It may be contrasted
with "upward feedback,”) they were also using the online feedback, they place questionnaires
on a log in of an each employee and communicate them to fill that and reply over their
results. Through this process they keep the documentation and can give the proof of their
output at the time of review of their performance. Then on the basis of that feedback they
give numbers to those employees and rank them between 3 to 5 and assess whether he or she
is a good employee or not and then take a decisions related to his or her objective setting and
any bonuses if he or she deserve.

Implementation of online appraisal system is going through questionnaires and gets feedback
very soon through their online feedback. Appraisal reviews of manager’s takes place once in
a year and on another sides performance appraisal of operational staff takes place quarterly.

Objectives which are assigning to them are review at the time of appraisal. If these objectives
are SMART then HR department reinforce to do that objectives and if there is a gap between
their performance and actual expectations of the company then they find out what’s the
problem with the employee. KFC do not review its Objective as they say that we have set
these objectives according to the past achievements and if anyone can achieve that objective
then everyone have capabilities to achieve those objectives.

IMPLEMENTATION OF PERFORMANCE MANAGEMENT SYSTEM:

The flow of activities involved in the existing system:

Supervisors and managers are responsible for managing the performance of their employees.
As 90% to 95 % of the staff working in KFC is of operations and only 4 to 5% people are
working on the managerial positions .Operational staff require regular check and balance on
their performance so their performance is measured quarterly means 4 times in a year and
performance of managerial staff is measured annually. The flow of activities involved in the
existing system:

1. Communicating Employee Performance Expectations:

Since KFC has two main cycles on which it assesses its employees the three months cycle
for operational staff and the twelve month cycle for managerial staff

a. so at the start of each cycle the supervisors meet with their employees,
establish expectations regarding their employees’ performance, specify how
employees’ actual performance will be measured and their success
determined, and impart to them an understanding of how meeting these
expectations will contribute to the achievement of the KFC’s mission.
 b. Performance expectations shall be written at the “meets expectations” level
and shall be documented on a form defined by the KFC – the “work plan
c. Work plans are signed and dated by both the supervisor and the employee.

2. Maintaining Ongoing Performance Dialogue

a. Employees shall be responsible for meeting their performance expectations.

b. Progress toward meeting expectations shall be measured, reported, discussed, and

documented throughout the work cycle.

c. Supervisors are expected to use appropriate supervisory techniques to support employee

efforts to meet or exceed their performance expectations.

d. When expectations change during the course of the work cycle, supervisors communicate
these changes and modify work plans as necessary. Modifications are signed and dated by
both the supervisor and the employee.

3. Conducting Performance Appraisals

a. Appraisal of operational staff after every 3 months and of managerial staff after every
twelve months.

b. At the end of the work cycle, supervisors shall evaluate employees’ performance during
the past work cycle compared to their performance expectations. They use verifiable
information collected and documented throughout the cycle to determine the extent to which
actual performance has met the expectations defined in the work plan.

c. The evaluation shall be documented on a standard form defined by the KFC – the
“appraisal.” which is “My Growth Body” which is a form of questionnaire.

d. The performance appraisal shall use a 5-level rating scale for reporting overall
performance. A rating at the midpoint of the scale shall indicate that an employee’s
performance has met expectations.

e. Prior to discussing a completed performance appraisal (that is, an appraisal containing

ratings and descriptions of actual performance) with an employee, a supervisor reviews the
appraisal with the next-level manager to ensure that ratings are appropriate and consistent.
f. supervisors discuss the appraisals with their employees. Both supervisor and employee
sign and date the completed performance appraisal indicating that the discussion has taken
place.

How the appraiser and apprises are linked together?

As KFC uses the 360 degree which is also known as “multi-rater feedback” appraisal system
to evaluate the performance of its employees and this is the basic method which links the
appraiser and appraises. In this system the human resource department of the organization
reviews the appraisee’s job and job satisfaction. The important thing is that explore the
problems the appraisee might have or factors which might prevent the appraisee from
improving his/her job performance. This system gives the appraisee an opportunity to set and
work towards achieving agreed objectives and also identify the appraisee’s personal
development needs. This system involves all the employees at KFC and the feedback is
provided by subordinates, peers, and supervisors. It also includes a self-assessment and, in
some cases, feedback from external sources such as customers and suppliers or other
interested stakeholders.The results from 360-degree feedback are often used by the person
receiving the feedback to plan training and development.

Appraisal is concerned with the performance and development of individual members of

staff. Human resource department at KFC evaluate the performance of its employees when
the performance is evaluated then the department identify the development needs of
employees and then provide the training and coaching according to it. During all this, the
appraiser that is the members of human resource department and the appraises, who are the
employees are linked with each other.

KFC gives value to its employees. The senior manager always linked with the subordinates
and identifies the needs of improvement and then directs them through the right path. If the
operational staff is lacking in something or their efficiency is going down then they are
warned at the spot but managerial staff is evaluated and assessed by using some proper
evaluation method. If some operational staff member is working well then reward is giving to
him or her at the spot in the form of employee of the day. The emphasis of the appraisal
process is on finding ways to improve performance and resolve problems through joint
discussion.

4. Rewarding Good Performance:

Reward system of KFC is based on the assumptions of attracting, retaining and motivating its
people. Bounces are given to the employees on the basis of “My growth body” points. If the
person has 5 points he or she can get benefits in term of financial bonuses, they also consider
those persons has lass then 5 but more then 3 points and give them incentives by offering free
meals with in a month in term of coupons.

The competitive reasons for the growing emphasis on performance-based compensation are
companies cutting costs, restructuring, and boosting performance. To ensure the reward
system is effective and motivates the desired behaviors, KFC carefully considers the rewards
and strategies utilized and ensure that rewards are linked to or based on performance. To
make it more effective, KFC’s performance measurement system is tied to compensation or
some sort of reward.

5. Addressing Poor Performance:

When an employee’s performance falls below expectations at any time during the
performance cycle, the supervisor shall document the performance deficiency and take
actions, including (if appropriate) disciplinary action, to assure that performance expectations
will be met within a reasonable period of time.

1. The supervisor documents the performance that falls short of expectations by preparing a
corrective action plan or other documentation. The documentation will specify

(a) the performance problem,

(b) the steps to be taken to improve performance, including the timeframe for improvement,
(c) the consequences of failure to improve, and

(d) a follow-up date.

2. A corrective action plan is considered successfully completed only when the employee’s
actual performance has improved to the point where expectations are being met.

6. Transitions:

When employees move into or out of their positions, relevant performance information shall
be communicated in a timely way.
1. Probationary employees have work plans within a certain number of days of their date of
employment. To remove an employee from probationary status, the supervisor provides
performance documentation.

2. Employees in training progressions also have work plans, or an equivalent document that
describes performance expectations, within a certain number of days of the date of
employment. The supervisor provide performance documentation before each salary increase
is granted within the progression.

3. Employees whose responsibilities are changed substantially, either within their current
position or by transfer (promotion, lateral transfer, or demotion), shall have work plans
established within a certain number of days following the new assignment.

7. Access And Use Of Performance Information :

Properly informed personnel decisions – KFC takes measures to ensure performance

information is appropriately and consistently used and that personnel decisions are based on
appropriate performance information. Decisions involving promotions, performance based
disciplinary actions, performance-based salary increases, and reductions in force are
supported by a current appraisal on file.

Confidentiality of Appraisal - agencies shall clarify which of the documents used for
performance management purposes are confidential and which are not, as well as define what
“confidential” means. Completed performance appraisals (with ratings, supporting
information, and signatures and dates) shall be treated as confidential.
 APPRAISAL FORM OF KFC

EMPLOYEES NAME _______________________________

DEPARTMENT______________________

JOB CLASSIFICATION_____________________________ HIRE DATE ____________________

DATE OF EVALUATION ________________

DATE OF LAST EVALUATION ___________________________

INSTRUCTIONS:

This form is used to evaluate supervisory, professional, and general salaried and hourly
employees. Any rate increases, promotions and transfers require a current evaluation form.
Assign a number for each rating within the scale and write that number in the corresponding
box. Points will be totalled and averaged for and overall performance score. Please review
the Assigning Performance Levels Sheet for a definition of each level.

5-Exceptional 4-Superior 3-Satisfactory 2-Improvement Needed 1-Unsatisfactory

I. PERSONAL SKILLS

A. The employee demonstrates skills necessary to per- form job related tasks

B. The employee reports to work on time.

C. The employee is rarely absent.

D. The employee manages time effectively.

E. The employee exhibits sound judgement in making realistic decisions

II. INTERPERSONAL RELATIONSHIPS

A. The employee maintains an enthusiastic atmosphere toward the customers.

B. The employee observes common courtesies, is well

mannered and polite.

C. The employee works cooperatively with others to promote a positive school/kitchen atmosphere.

D. The employee maintains confidentiality with all job related information.

E. The employee does not engage in gossip.

III. PERSONAL CHARACTERISTICS

A. The employee communicates appropriately with all individuals.

B. The employee is receptive to constructive criticism designed to effect improvement.

C. The employee can be relied on to complete all aspects of the job with reasonable promptness and
with little supervision.

D. The employee is even tempered and absorbs routine pressures of the job.

E. The employee displays sufficient drive to work through job related obstacles.

F. The employee possesses the ability to quickly under- stand new information and situations.

G. The employee displays organizational skills which

promote efficiency in job performance.

IV. FOOD PRODUCTION

A. The employee follows local, state, and federal guidelines to ensure all meal pattern requirements
are met.

B. The employee uses, cleans, and maintains equipment properly.

C. The employee is aware of product guide and control production to match participation.

D. The employee completes all records accurately and maintains

these records as directed by Food Service Department.

E. The employee orders, receives and inspects all foods and supplies in accordance with school
needs and division policies

V. SANITATION AND DRESS

A. The employee complies with district and Health Department sanitation procedures/practices.

B. The employee complies with district uniform policy and/or wears clothing and protective devices
appropriate for safe per- formance on the job.

Strengths:

_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________

Suggestions for Improvements:

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
________________________________________
Comments:
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
________________________________________

Employee's Signature ________________ Date_______________

(The signature of the evaluatee indicates that he/she has received and reviewed a copy of this
record.)

Evaluator's Signature_________________ Title: __________________

Date: _____________________________