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PERFORMANCE APPRAISAL INTRODUCTION & OBJECTIVES

Performance appraisal is an objective assessment of an individual’s performance against well defined benchmarks. According to Garry Desseler, “A process that consolidates goal setting, performance appraisal and development into single, common system, the aim of which is to ensure that the employee’s performance is supporting the company’s strategic aims.” WHY PERFORMANCE MANAGEMENT? The increasing use of Performance management reflects several things. It reflects, first, the popularity of the Total Quality Management (TQM) concepts advocated several years ago by management experts like W. Edwards Deming. Basically, Deming argued that an employee’s performance is more a function of things like training, communication, tools, and supervision than of his or her own motivation. Performance Management emphasis on the integrated nature of goal setting, appraisal, and development reflects this assumption. Second, it reflects the fact that a vast array of studies that traditional performance appraisal are often not just useless but counterproductive. Third, Performance management as a process also explicitly recognizes that in today’s globally competitive industrial environment, every employee’s efforts must focus like a laser on helping the company to achieve its strategic goals. In that regard adopting an integrated; performance management approach to guiding, developing, and appraising employees also aids the employer’s continuous improvement efforts. Continuous improvement refers to a

management philosophy that requires employers to continuously set and relentlessly meet ever-higher quality, cost, delivery, and availability goals.

OBJECTIVE OF PERFORMANCE APPRAISAL
Data relating to performance assessment of employees are recorded, stored, and used for several purposes. The main purposes of employee assessment are: 1. To effect promotion based on competence and performance. 2. To confirm the services of probationary employees upon their completing the probationary period satisfactorily. 3. To assess the training and development needs of employees. 4. To decide upon a pay rise where (as in the unorganized sector) regular pay scales have not been fixed. 5. To let the employees know where they stand insofar as their performance is concerned and to assist them with constructive criticism and guidance for the purpose of their development. 6. To improve communication. Performance appraisal provides a format for dialogue between the superior and the subordinate, and improves understanding of personal goals and concerns. This can also have the effect of increasing the trust between the rater and the ratee. 7. Finally, Performance appraisal can be used to determine whether HR programs such as selection, training, and transfers have been effective or not. Broadly, performance appraisal serves four objectives(1) Developmental uses, (2) Administrative uses/decisions, (3) Organizational maintenance/ objectives, and (4) Documentation purposes.

TYPES OF PERFORMANCE APPRAISAL SYSTEM: Graphic Rating Scale Method
The Graphic Rating Scale is the simplest and still most popular technique for appraising performance. A Graphic Rating Scale lists traits (such as quality and reasonability) and a range of performance values (from unsatisfactory to outstanding) for each trait. The supervisor rates each subordinate by circling or checking the source that best describes his or her performance for each trait. The assigned values for the traits are then totaled. Alternation Ranking Method Ranking employees for the best to worst on a trait or traits is another option. Since, it is usually easier to distinguish between the worst and best employees, and Alternation Ranking Method is most popular. First, list all subordinate to be rated, a then close out the names of any not known well enough to rank. Then, on a form the employees who is highest on the characteristics being measured and also the one who is the lowest. Then choose the next highest and the next lowest, alternating between highest and lowest until all employees have been ranked.

Paired Comparison Method
The Paired Comparison Method helps make the Ranking Method precise. For every trait (quantity of work, quality of work, and so on), you pair and compare every subordinate with every other subordinate. Suppose you have five employees to rate. In the Paired Comparison Method, you make a chart, of all possible pairs of employees for each trait. Then, for each trait, indicate (with a+ or a-) who is the best employee of the pair. Next, add up the no. of +s for each employee.

Forced Distribution Method

The Forced Distribution Method is similar to grading on a curve. With this method, you place predetermined percentage of ratees into performance categories. For example, you may decide to distribute employees as follows. 15% High Performers 20% High-Average Performers 30% Average Performers 20% Low-Average Performers 15% Low Performers

Critical Incident Method
With the Critical Incident Method, the supervisor keeps a log of positive and negative examples (Critical Incidents) of a subordinate’s work-related behavior. Every six months or so, supervisor and subordinate meet to discuss the latter’s performance, using the incidents as example.

Traditional Appraisal system: Performance appraisal is developed as a simple method of income justification. Appraisal used to decide whether the salary of an individual was justified or not. The decrease or increase in pay depends upon employee’s performance. Modern Appraisal System: Performance appraisal is defined as a structured formal interaction between a subordinate and a supervisor that usually takes the form of a periodic interview, in which the work performance of the subordinate is examined and discussed with a view to identify weakness, strength and opportunities for improvement and skills development. Performance-Based Actions are the reduction in grade or removal of an employee based solely on performance at the unacceptable level. Performance Plans are the documentation of performance expectations communicated to employees from supervisors. Plans define the critical elements and the performance standards by which an employee's performance will be evaluated. Performance Standards are statements of the expectations or requirements established by management for a critical element at a particular rating level. A performance

standard may include, but is not limited to, factors such as quality, quantity, timeliness, and manner of performance Performance Award is a one-time cash payment to recognize the contributions of an employee and is based on the rating of record. A performance award does not increase basic pay. Performance Improvement Plans (PIP) are developed for employees at any point in the appraisal cycle when performance becomes Level 1 (unacceptable) in one or more critical elements. This plan affords an employee the opportunity to demonstrate acceptable performance and it is developed with specific guidance provided by a servicing human resources office. Performance Management is the integrated process by which an agency involves its employees in improving organizational effectiveness in the accomplishment of agency mission and strategic goals. Performance Management consists of: performance planning, monitoring employee performance, employee development, evaluating employee performance, and recognition. Performance appraisal system describes how agency will identify performance standards and core competencies and communicate them to employees. Periodical appraisal helps the company to compare employee’s performance and to take apt decisions for further improvement. A structured business planning depends on the performance of the employee and it will be successful only when the employees are analyzing their work performance individually. The formal performance appraisal in a company is conducted annually for all staff and each staff member is appraised by their line manager. Generally employees are appraised based on the structure of the company Annual performance appraisals evaluate the role of the employee in the organizational development and also monitoring the standard, expectations, objectives, efficiency in handling task and responsibilities in a period of time. Appraisal also helps to analyze the individual training needs of the employee and planning of future job allocation. It also help to adopt appropriate strategy based on organizational training needs. Performance appraisal analyzes employee’s performance and which utilize to review the grades and modify the annual pay. It generally reviews each individual performance against the objectives and standard of the organization. Performance management creating a work environment and it is enabling the employees to perform best of their abilities. Through performance management companies are hiring efficient people .Then the company building up their skills and talents through employee development programmes. The tools like performance appraisal, performance review, and appraisal forms create the process of nurturing employee developments. Effective appraisal considering increase in staff productivity, knowledge and contribution. Formal management procedure used the evaluation of work performance. Effective appraisal helps the employer in providing increased productivity, knowledge and contribution from the staff. These resources increase the ability to do performance

consulting, measure performance improvement, and provide resultant training using internal staff, which increases self-sufficiency in performance consulting and improvement. Providing feed back about employee’s job performance and the contribution of reward for their work is very essential in the smooth functioning of an organization. Performance appraisal tries to:
1. Give feedback to employees to improve subsequent performance. 2. Identify employee-training needs. 3. Document criteria used to allocate organizational rewards. 4. Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc. 5. Provide the opportunity for organizational diagnosis and development. 6. Facilitate communication between employee and administrator.

Purpose of Performance Appraisal
Feed back of Performance provide an opportunity to discuss strength and resolution of performance deficiencies of an employee. Which also encouraged preparing ratings of their supervisors. Performance appraisal allows a person to grow in what ever the direction he wants to move. Employers promote positive attitude, advancement, and motivation to make the employee to understand their own special potential, and find roles that really fit well. Developing the whole-person is also an important aspect of modern corporate responsibility, and separately wholeperson development is a crucial advantage in the employment market; in which all employers compete to attract the best recruits, and to retain the best staff. The UK Employment Equality (Age) Regulations 2006, (consistent with Europe), effective from 1st October 2006, make it particularly important to avoid any comments, judgments, suggestions, questions or decisions which might be perceived by the appraise to be based on age. Usually performance appraisal used for developmental purpose which also helps to identify the eligible person for reward. It stimulates the performance and making promotions, transfer and discharge decisions.

Aspects of Job Analysis
Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgments are made about data collected on a job. Information regarding duties and tasks, Environment, tools and equipments, external and internal relationships and the minimum requirements to perform the job are considered under job analysis.

Rating in Performance Evaluation
Rating can be performed by the committee of several superiors, employee’s peers, employees’ subordinates. Apart from these self evaluation also valid. These rating are based on observation, analysis of data and records, discussion with the employee.

Problems during performance Appraisal
There are chances of opposition for valuation due to fear. If the evaluation system is poor, it will not give adequate effect. Rater’s problems like leniency or harshness error, central tendency error, personal bias error, contrast error are also affecting the performance appraisal of an employee. Each employee should evaluate by his supervisor and to discuss each other to set objectives for upcoming evaluation. This discussion should cover the review of overall progress, problems encountered, performance improvement possibilities, long term career goals, specific action plan about job description and responsibilities, employee development interest and needs, to concentrate specific areas of development, to review performance objectives and performance standard, ongoing feed back and periodic discussions Performance appraisals are important for staff motivation, attitude and behavior development, communicating organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development. In short, performance and job appraisals are vital for managing the performance of people and organizations.

performance appraisals purpose - and how to make it easier
Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. Each staff member is appraised by their line manager. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization. Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning. Performance appraisals also typically feed into organizational annual pay and grading reviews, which commonly also coincides with the business planning for the next trading year. Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisals are also essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole. Performance appraisals are important for staff motivation, attitude and behaviour development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development. Job performance appraisals - in whatever form they take - are therefore vital for managing the performance of people and organizations. Managers and appraisees commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore and emotionally challenging. The annual appraisal is maybe the only time since last

year that the two people have sat down together for a meaningful oneto-one discussion. No wonder then that appraisals are stressful - which then defeats the whole purpose. There lies the main problem - and the remedy. Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and regularly for one-to-one discussion throughout the year. Meaningful regular discussion about work, career, aims, progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which reduces all the stress and the uncertainty. Put off discussions and of course they loom very large. So don't wait for the annual appraisal to sit down and talk. The boss or the appraisee can instigate this. If you are an employee with a shy boss, then take the lead. If you are a boss who rarely sits down and talks with people or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and work) all tend to be easier when people communicate well and know each other. So sit down together and talk as often as you can, and then when the actual formal appraisals are due everyone will find the whole process to be far more natural, quick, and easy - and a lot more productive too.

appraisals, social responsibility and wholeperson development
There is increasingly a need for performance appraisals of staff and especially managers, directors and CEO's, to include accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the 'Triple Bottom Line' ('profit people planet'); corporate social responsibility (CSR); Sustainability; corporate integrity and ethics; Fair Trade, etc. The organisation must decide the extent to which these accountabilities are reflected in job responsibilities, which would then naturally feature accordingly in performance appraisals. Significantly also, while this appraisal outline is necessarily a formal structure this does not mean that the development discussed with the appraisee must be formal and constrained. In fact the opposite applies.

Appraisals must address 'whole person' development - not just job skills or the skills required for the next promotion. Appraisals must not discriminate against anyone on the grounds of age, gender, sexual orientation, race, religion, disability, etc. When designing or planning and conducting appraisals, seek to help the 'whole-person' to grow in whatever direction they want, not just to identify obviously relevant work skills training. Increasingly, the best employers recognise that growing the 'whole person' promotes positive attitudes, advancement, motivation, and also develops lots of new skills that can be surprisingly relevant to working productively and effectively in any sort of organisation. Developing the whole-person is also an important aspect of modern corporate responsibility, and separately (if you needed a purely business-driven incentive for adopting these principles), whole-person development is a crucial advantage in the employment market, in which all employers compete to attract the best recruits, and to retain the best staff. Therefore in appraisals, be creative and imaginative in discussing, discovering and agreeing 'whole-person' development that people will respond to, beyond the usual job skill-set, and incorporate this sort of development into the appraisal process. Abraham Maslow recognised this over fifty years ago. If you are an employee and your employer has yet to embrace or even acknowledge these concepts, do them a favour at your own appraisal and suggest they look at these ideas, or maybe mention it at your exit interview prior to joining a better employer who cares about the people, not just the work. Incidentally the Multiple Intelligences test and VAK Learning Styles test are extremely useful tools for appraisals, before or after, to help people understand their natural potential and strengths and to help managers understand this about their people too. There are a lot of people out there who are in jobs which don't allow them to use and develop their greatest strengths; so the more we can help folk understand their own special potential, and find roles that really fit well, the happier we shall all be.

are performance appraisals still beneficial and appropriate?
It is sometimes fashionable in the 'modern age' to dismiss traditional processes such as performance appraisals as being irrelevant or unhelpful. Be very wary however if considering removing appraisals from your own organisational practices. It is likely that the critics of the appraisal process are the people who can't conduct them very well. It's a common human response to want to jettison something that one finds difficult. Appraisals - in whatever form, and there are various have been a mainstay of management for decades, for good reasons. Think about everything that performance appraisals can achieve and contribute to when they are properly managed, for example: performance measurement - transparent, short, medium and long term
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clarifying, defining, redefining priorities and objectives motivation through agreeing helpful aims and targets motivation though achievement and feedback training needs and learning desires - assessment and agreement

identification of personal strengths and direction - including unused hidden strengths career and succession planning - personal and organisational team roles clarification and team building organisational training needs assessment and analysis

appraisee and manager mutual awareness, understanding and relationship resolving confusions and misunderstandings reinforcing and cascading organisational philosophies, values, aims, strategies, priorities, etc delegation, additional responsibilities, employee growth and development counselling and feedback manager development - all good managers should be able to conduct appraisals well - it's a fundamental process the list goes on..

People have less and less face-to-face time together these days. Performance appraisals offer a way to protect and manage these valuable face-to-face opportunities. My advice is to hold on to and nurture these situations, and if you are under pressure to replace performance appraisals with some sort of (apparently) more efficient and cost effective methods, be very sure that you can safely cover all the aspects of performance and attitudinal development that a wellrun performance appraisals system is naturally designed to achieve. There are various ways of conducting performance appraisals, and ideas change over time as to what are the most effective appraisals methods and systems. Some people advocate traditional appraisals and forms; others prefer 360-degree-type appraisals; others suggest using little more than a blank sheet of paper. In fact performance appraisals of all types are effective if they are conducted properly, and better still if the appraisal process is clearly explained to, agreed by, the people involved. Managers need guidance, training and encouragement in how to conduct appraisals properly. Especially the detractors and the critics. Help anxious managers (and directors) develop and adapt appraisals methods that work for them. Be flexible. There are lots of ways to conduct appraisals, and particularly lots of ways to diffuse apprehension and fear - for managers and appraisees alike. Particularly - encourage people to sit down together and review informally and often - this removes much of the pressure for managers and appraisees at formal appraisals times. Leaving everything to a single make-or-break discussion once a year is asking for trouble and trepidation. Look out especially for the warning signs of 'negative cascaded attitudes' towards appraisals. This is most often found where a senior manager or director hates conducting appraisals, usually because they are uncomfortable and inexperienced in conducting them. The senior manager/director typically will be heard to say that appraisals don't work and are a waste of time, which for them becomes a self-fulfilling prophecy. This attitude and behaviour then cascades down to their appraisees (all the people in their team) who then not surprisingly also apply the same 'no good - not doing it' negative attitude to their own appraisals responsibilities (teams). And so it goes. A 'no good - not doing it' attitude in the middle ranks is almost invariably traceable back to a senior manager or director who holds the same view. As with anything, where people need help doing the right thing, help them.

All that said, performance appraisals that are administered without training (for those who need it), without explanation or consultation, and conducted poorly will be counter-productive and are a waste of everyone's time. Well-prepared and well-conducted performance appraisals provide unique opportunities to help appraisees and managers improve and develop, and thereby also the organisations for whom they work. Just like any other process, if performance appraisals aren't working, don't blame the process, ask yourself whether it is being properly trained, explained, agreed and conducted.

effective performance appraisals
Aside from formal traditional (annual, six-monthly, quarterly, or monthly) performance appraisals, there are many different methods of performance evaluation. The use of any of these methods depends on the purpose of the evaluation, the individual, the assessor, and the environment. The formal annual performance appraisal is generally the over-riding instrument which gathers together and reviews all other performance data for the previous year. Performance appraisals should be positive experiences. The appraisals process provides the platform for development and motivation, so organizations should foster a feeling that performance appraisals are positive opportunities, in order to get the best out of the people and the process. In certain organizations, performance appraisals are widely regarded as something rather less welcoming ('bollocking sessions' is not an unusual description), which provides a basis only on which to develop fear and resentment, so never, never, never use a staff performance appraisal to handle matters of discipline or admonishment, which should instead be handled via separately arranged meetings.

types of performance and aptitude assessments, including formal performance appraisals

Formal annual performance appraisals

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Probationary reviews Informal one-to-one review discussions Counselling meetings Observation on the job Skill- or job-related tests

Assignment or task followed by review, including secondments (temporary job cover or transfer) Assessment centres, including observed group exercises, tests presentations, etc. Survey of opinion of others who have dealings with the individual Psychometric tests and other behavioural assessments Graphology (handwriting analysis)

None of these methods is mutually exclusive. All of these performance assessment methods can be used in conjunction with others in the list, depending on situation and organizational policy. Where any of these processes is used, the manager must keep a written record, and must ensure agreed actions are followed up. The notes of all review situations can then be referred to at the formal appraisal. Holding regular informal one-to-one review meetings greatly reduces the pressure and time required for the annual formal appraisal meeting. Holding informal reviews every month is ideal all staff. There are several benefits of reviewing frequently and informally: The manager is better informed and more up-to-date with his or her people's activities (and more in touch with what lies beyond, e.g., customers, suppliers, competitors, markets, etc)

Difficult issues can be identified, discussed and resolved quickly, before they become more serious.
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Help can be given more readily - people rarely ask unless they see a good opportunity to do so - the regular informal review provides just this. Assignments, tasks and objectives can be agreed completed and reviewed quickly - leaving actions more than a few weeks reduces completion rates significantly for all but the most senior and experienced people.

Objectives, direction, and purpose is more up-to-date - modern organizations demand more flexibility than a single annual review

allows - priorities often change through the year, so people need to be re-directed and re-focused. Training and development actions can be broken down into smaller more digestible chunks, increasing success rates and motivational effect as a result.

The 'fear factor', often associated by many with formal appraisals, is greatly reduced because people become more comfortable with the review process.

Relationships and mutual understanding develops more quickly with greater frequency of meetings between manager and staff member.

Staff members can be better prepared for the formal appraisal, giving better results, and saving management time.
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Much of the review has already been covered throughout the year by the time comes for the formal appraisal. Frequent review meetings increase the reliability of notes and performance data, and reduces the chances of overlooking things at the formal appraisal.

performance appraisals process
Prepare - prepare all materials, notes agreed tasks and records of performance, achievements, incidents, reports etc - anything pertaining to performance and achievement - obviously include the previous performance appraisal documents and a current job description. A good appraisal form will provide a good natural order for proceedings, so use one. If your organization doesn't have a standard appraisal form then locate one, or use the template below to create one, or download and/or adapt the appraisal forms from this page. Whatever you use, ensure you have the necessary approval from your organization, and understand how it works. Organize your paperwork to reflect the order of the appraisal and write down the sequence of items to be covered. If the appraisal form includes a self assessment section and/or feedback section (good ones do) ensure this is passed to the appraisee suitably in advance of the appraisal with relevant guidance for completion. A sample performance appraisal template is available free below, which you can adapt and use to create your own form. Part of your preparation should also consider 'whole-person' development beyond and outside of the job skill-set - as might inspire and appeal to the appraisees. Many people are not particularly interested in job skills training, but will be very interested, stimulated and motivated

by other learning and development experiences. Get to know what your people are good at outside of their work. People's natural talents and passions often contain significant overlaps with the attributes, behaviours and maturity that are required and valued in the workplace. Use your imagination in identifying these opportunities to encourage 'whole-person' development and you will find appraisals can become very positive and enjoyable activities. Appraisals are not just about job performance and job skills training. Appraisals should focus on helping the 'whole person' to grow and attain fulfilment. Inform - inform the appraisee - ensure the appraisee is informed of a suitable time and place (change it if necessary), and clarify purpose and type of appraisal - give the appraisee the chance to assemble data and relevant performance and achievement records and materials. If the appraisal form does not imply a natural order for the discussion then provide an agenda of items to be covered.

Venue - ensure a suitable venue is planned and available private and free from interruptions - observe the same rules as with recruitment interviewing - avoid hotel lobbies, public lounges, canteens - privacy is absolutely essential (it follows also that planes, trains and automobiles are entirely unsuitable venues for performance appraisals......)

Layout - room layout and and seating are important elements to prepare also - don't simply accept whatever layout happens to exist in a borrowed or hired room - layout has a huge influence on atmosphere and mood - irrespective of content, the atmosphere and mood must be relaxed and informal - remove barriers - don't sit in the boss's chair with the other person positioned humbly on the other side of the desk; you must create a relaxed situation, preferably at a meeting table or in easy chairs - sit at an angle to each other, 90 degrees ideally - avoid face to face, it's confrontational.

Introduction - relax the appraisee - open with a positive statement, smile, be warm and friendly - the appraisee may well be terrified; it's your responsibility to create a calm and non-threatening atmosphere. Set the scene - simply explain what will happen encourage a discussion and as much input as possible from the appraisee - tell them it's their meeting not yours. Confirm the timings, especially finishing time. If helpful and appropriate begin with some general discussion about how things have been going, but avoid getting into specifics, which are covered next (and you can say so). Ask if there are any additional points to cover and note them down so as to include them when appropriate.

Review and measure - review the activities, tasks, objectives and achievements one by one, keeping to distinct separate items one by one - avoid going off on tangents or vague unspecific views. If you've done your preparation correctly you will have an order to follow. If something off-subject comes up then note it down and say you'll return to it later (and ensure you do). Concentrate on hard facts and figures, solid evidence - avoid conjecture, anecdotal or non-specific opinions, especially about the appraisee. Being objective is one of the greatest challenges for the appraiser - as with interviewing, resist judging the appraisee in your own image, according to your own style and approach - facts and figures are the acid test and provide a good neutral basis for the discussion, free of bias and personal views. For each item agree a measure of competence or achievement as relevant, and according to whatever measure or scoring system is built into the appraisal system. This might be simply a yes or no, or it might be a percentage or a mark out of ten, or an A, B, C. Reliable review and measurement requires reliable data - if you don't have the reliable data you can't review and you might as well re-arrange the appraisal meeting. If a point of dispute arises, you must get the facts straightened out before making an important decision or judgement, and if necessary defer to a later date.

Agree an action plan - An overall plan should be agreed with the appraisee, which should take account of the job responsibilities, the appraisee's career aspirations, the departmental and whole organization's priorities, and the reviewed strengths and weaknesses. The plan can be staged if necessary with short, medium and long term aspects, but importantly it must be agreed and realistic.

Agree specific objectives - These are the specific actions and targets that together form the action plan. As with any delegated task or agreed objective these must adhere to the SMARTER rules specific, measurable, agreed, realistic, time-bound, enjoyable, recorded. If not, don't bother. The objectives can be anything that will benefit the individual, and that the person is happy to commit to. When helping people to develop, you are not restricted to job-related objectives, although typically most objectives will be.

Agree necessary support - This is the support required for the appraisee to achieve the objectives, and can include training of various sorts (external courses and seminars, internal courses, coaching, mentoring, secondment, shadowing, distance-learning, reading, watching videos, attending meetings and workshops, workbooks, manuals and guides; anything relevant and helpful that will help the person develop towards the standard and agreed task. Also consider training and development that relates to 'whole-person

development' outside of job skills. This might be a hobby or a talent that the person wants to develop. Developing the whole person in this way will bring benefits to their role, and will increase motivation and loyalty. The best employers understand the value of helping the whole person to develop. Be careful to avoid committing to training expenditure before suitable approval, permission or availability has been confirmed - if necessary discuss likely training requirements with the relevant authority before the appraisal to check. Raising false hopes is not helpful to the process. Invite any other points or questions - make sure you capture any other concerns.
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Close positively - Thank the appraisee for their contribution to the meeting and their effort through the year, and commit to helping in any way you can. Record main points, agreed actions and follow-up - Swiftly follow-up the meeting with all necessary copies and confirmations, and ensure documents are filed and copied to relevant departments, (HR, and your own line manager typically).

performance appraisal form template guide and process
This performance appraisal template and process guide has been created to support the downloadable appraisal forms available from this page, but the process and the forms can be adapted to suit your own situation. The structure is formal but the process and content does not have to be constrained by work and job issues. Always be looking for opportunities to help the person develop beyond their formal work responsibilities. Not everyone is interested in promotion, and lots of people find job-skills training less than riveting, but nearly everyone has something in them that they want to pursue and develop. When appraising someone if you can tap into these desires and help the other person to achieve their own personal aims, then everyone wins. If the connection with work don't seem obvious at first, the benefits from personal growth generally produce dramatic and positive benefits for employers and work performance. Obviously a certain amount of work-related training is necessary for good work performance and advancement, but the biggest advantages accrue to the employing organisation when people grow as people,

outside of their job skills sets. In fact most of the really important attributes for work are distinctly outside of the typical job skills: factors relating to emotional maturity, self-esteem, relationships, selfawareness, understanding others, commitment, enthusiasm, resoluteness, etc., are typically developed far more effectively in people when they follow their own paths and fulfil their own natural desires, rather than on endless (and for many people somewhat meaningless) job-skills courses. So be imaginative and creative. Use the template and process as a structure for the appraisal process, but don't constrain the areas of personal development to those only related to the job and work standards and organisational objectives. Be led by the people about what they love and enjoy, and what they want to develop and experience in their lives. And then look for ways to help them achieve these things. This is the true way to develop people.

360 degree feedback and 360 appraisals tips and template examples
360 degree appraisals are a powerful developmental method and quite different to traditional manager-subordinate appraisals (which fulfil different purposes). As such a 360 degree process does not replace the traditional one-to-one process - it augments it, and can be used as a stand-alone development method. 360 degree appraisals involve the appraisee receiving feedback from people (named or anonymous) whose views are considered helpful and relevant. The feedback is typically provided on a form showing job skills/abilities/attitudinal/behavioural criteria and some sort of scoring or value judgement system. The appraisee should also assess themselves using the same feedback instrument or form. 360 degree respondents can be the appraisee's peers, up-line managers/execs, subordinate staff, team members, other staff, customers, suppliers - anyone who comes into contact with the appraisee and has opinions/views/reactions of and to the appraisee. Numerous systems and providers are available - I wouldn't recommend any in particular because my view about this process is that you should

develop a process and materials for your own situation, preferably involving the appraisees in this, which like all participative approaches, often works well. You can develop your own 360 degree feedback system by running a half-day or full day workshop (depending on extent and complexity of the required process) involving the appraisees or a sample group, during which process and materials can be created and provisionally drafted. The participative workshop approach as ever will give you something that's wholly appropriate and 'owned' instead of something off-the-shelf or adapted, which would be arbitrary, mostly inappropriate and impracticable (in terms of criteria and process), and 'not invented here', ie., imposed rather than owned. I would recommend against restricting the 360 feedback to peers and managers only - it's a waste of the potential of the 360 degree appraisal method. To use the feedback process for its fullest '360 degree' benefit involve customers (in the broadest sense - could be patients, students, users, depending on the organization), staff, suppliers, inspectors, contractors, and others for whom good working relationships and understanding with the appraisee affect overall job performance, quality, service, etc. Developing 360 degree appraisals systems process make ideal subjects for a workshops, which in itself contains some very helpful developmental benefits and experience for all involved. If you're not able to get everyone together for a workshop you should solicit input and ideas - particularly about appraisal criteria and respondents and anonymity - then draft out process and materials - then issue for approval, then pilot, review, adapt and then implement. Adapt, improve and develop on an ongoing basis. It is my view that no aspects of 360 feedback should ever be mandatory for any appraisee or respondent. Given more than three or four similar role-types being appraised it's not sensible to produce individually tailored criteria, in which case when it comes to the respondents completing the feedback not all the criteria will be applicable for all respondents, nor for all appraisees either. By the same when designing the feedback instruments (whether hard-copy documents or online materials), it's useful to allow space for several 'other' aspects that the appraisee might wish to add to the standard criteria, and space for respondents to add 'other' comments. Open honest feedback can touch sensitivities, so be sure that appraisees understand and agree to the criteria, respondents (by type, if not named) and process.

Ensure suitable and sensitive counselling is provided as part of the informing of feedback results. If 360 degree feedback results are to be analysed collectively to indicate the overall/total situation (ie., to assist in determining organizational training and development needs for instance), think carefully about the feedback form scoring system and particularly its suitability for input to some sort of analysis tool, which could be a spreadsheet, and therefore numerically based requiring numerical scores, rather than words, (words of course are more difficult to count and measure, and while words and description assessment enables more subtlety, they also allow more room for misunderstanding and misinterpretation). For guidance have a look at the skills and behavioural assessment tool - it's not a 360 degree tool, but is an example of the basis of one, and some of the skills elements that can be included in a 360 degree appraisals form. Similarly the training needs analysis tool is an example of a collective or organizational measurement tool, based on the input of a number of individual feedback assessments. This tool can easily be adapted to analyse a number of 360 degree responses.

introduction of 360 degree appraisals
Here is a simple guide for introducing 360 degree appraisals into an organization (and any other management system for that matter): Consider and decide what you need the 360 degree system to achieve. What must it be? How must it work? What difference must it make?

Choose/design a system (or system provider), ie., research and investigate your options (other local or same-sector companies using 360 already are a helpful reference point, or your trade association HR group, or a specialist HR advisory body such as CIPD in the UK if you are a member).

Check the legal and contractual issues for your sitution - privacy, individual choice, acceptable practices and rules, training, data protection, individual rights, adoption guide, etc. (360 degree systems are now well-developed and established. Best practice and

good reference case-studies are more widely available than in the early years of 360 feedback development. When you've decided on a system, pilot it with a few people to make sure it does what you expect. (It's best to establish some simple parameters or KPI's by which you can make this assessment, rather than basing success on instinct or subjective views.)

When satisfied with the system, launch it via a seminar or workshop, preferably including role-plays and/or practical demonstration.

Support the implementation with ongoing training, (include an overview in your induction training as well), a written process guide/booklet, and also publish process and standards on your intranet if you have one.
• • •

Establish review and monitoring responsibility.

Ensure any 360 degree appraisal system system is introduced and applied from top down, not bottom up, so everyone can see that the CEO is happy to undertake what he/she expects all the other staff to do. As with anything else, if the CEO and board agrees to undertake it first, the system will have much stronger take-up and credibility. If the plan for 360 feedback introduction is likely to be seen as another instrument of executive domination then re-think your plans.

360 degree appraisal form design - template guidelines
Job descriptions are also a useful starting point for (but by no means the full extent of) establishing feedback criteria, as are customer/staff survey findings in which expectations/needs/priorities of appraisee performance are indicated or implied. A 360 degree appraisal template typically contains these column headings or fields, also shown in the template example below: Key skill/capability type (eg communications, planning, reporting, creativity and problem solving, etc - whatever the relevant key skills and capabilities are for the role in question).

Skill component/element (eg 'active listening and understanding' [within a 'communications' key skill], or 'generates ideas/options' [within a 'creativity/problem solving' key skill]). The number of elements per key skill varies - for some key skills there could be just

one element; for others there could be five or six, which I'd recommend be the maximum. Break down the key skill if there are more than six elements - big lists and groups are less easy to work with.
• •

question number (purely for reference and ease of analysis)

specific feedback question (relating to skill component, eg does the person take care to listen and understand properly when you/others are speaking to him/her? [for the active listening skill]) tick-box or grade box (ideally a,b,c,d or excellent, good, not good, poor, or rate out of 5 or 10 - N.B. clarification and definitions of ratings system to participants and respondents is crucial, especially if analysing or comparing results within a group, when obviously consistency of interpretation of scoring is important)

360 degree feedback form template example
A typical 360 degree feedback form template would look like this. This template allows a mixture of key skills comprising one, two, three, four, and up to six elements. The number of elements per key skill/capability would vary of course, so if necessary adjust the size of the boxes in the first column accordingly to accommodate more or less elements. See the notes directly above for more explanation about the purpose of each column and heading, and the feedback scoring method. Feedback Form headings and instructions: appraisee name, date, feedback respondent name, position (if applicable) plus local instructions and guidelines for completion, etc. key skill/capability area skill/capability element questio n number 1 2 3 4 5 6 7 feedback question feedback score

8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Optional section: for additional feedback comments about the appraisee (if you provide this option it is advisable to ask respondents to be as constructive as possible.....)

You can see from this that the process of designing the feedback document (essentially a questionnaire) is to build it from the role's key skill areas, break down these into elements, and measure each via carefully worded questions, which the respondents answer and thereby grade the performance - ie., give feedback - in respect of the person in question. The question as to anonymity of respondents is up to you. A grown-up organization with grown-up people should be able to cope with, and derive more benefit from, operating the process transparently - but you need to decide this. Some people are happier giving feedback anonymously. And some people are not able to deal particularly well with criticism from a named person. For more information and guidance about handling and explaining this particular aspect refer to the Johari Window model - it's a powerful and helpful concept to use alongside the 360 degree feedback/appraisal process.

appraisals timing with pay reviews, performance awards, and training planning
Some people advocate separating appraisals from pay review, however this does not make sense in organizations which require staff to be focused on their contribution to organizational performance, especially where there are clear accountabilities and measures (which in my view should apply in all organizations). Organizations rightly or wrongly are geared to annual performance, and the achievement of a trading plan. This cascades to departments, teams and individuals, so it makes sense to assess people over a time period that fits with what the organization is working to. Put another way, it's not easy to appraise someone on their year's performance half way through the year. Transparency and accountability are prerequisites for proper assessment and appraisals. Arguably 'best practice' is to schedule appraisals close to trading yearend, when year-end results and full year performance - for individuals and departments and organizations - can reliably be predicted. By

holding appraisals at this time, and staff knowing that appraisals are focused on this trading period, people's thoughts and efforts can be concentrated on their contribution towards the organization's annual trading plan, which is a main appraisals driver and output (as well as individual development of course). Holding appraisals after year-end means that people start the year without formal agreed objectives, and also creates bigger delays for financial and payroll departments in their task to process pay awards and adjustments. Departmental, team and individual objectives provide the context for the appraisal, linking clearly to performance bonus and performancebased pay awards, the rationale for which needs to be transparent and published prior to the start of the year to which they relate, for the full benefit and effect on staff effort to be realised. Pay review would also coincide with the trading year, which makes sense from the planning and budgeting perspective. The business is in a position to know by the close of the final quarter what the overall pay review position is because the rationale has already been (it jolly well should have been) established and year-end financials can be predicted. Moreover the next year's trading plan (at least in outline) is established, which gives another useful context for appraising people, especially those (most staff hopefully) who have contributed to the planning process (ie, committed as to what they can do for the coming year, targets, budgets, staffing levels, priorities, objectives, etc). The appraising managers can therefore go into appraisals fully briefed and prepared to discuss and explain the organization's overview results and financials to the appraisees. And the appraisees can see results and think in terms of their full year performance and contribution to corporate results, plus what they plan for next year, which provides the basis of the aims and objectives to be reviewed through the coming year and at the next year's appraisal.

other guidelines for organizational appraisals planning
Other than for directors, complex or difficult appraisals, appraisal meetings should not be 3 hour marathon sessions - this daft situation happens when boss and subordinate never sit down together one-toone other than for the annual appraisal. If you only talk properly with someone once a year no wonder it takes all afternoon... Boss and subordinate should ideally sit down one-to-one monthly (or at worse, quarterly, for the more mature, self-sufficient people), to review

activity, ideas, performance, progress, etc., which makes the annual appraisal really easy when it comes around, and manageable in an hour or 90 minutes maximum. Ensure that appraisers and appraisees understand that they must prepare in advance or you're looking at 3 hour marathons again. Training for appraisers and appraisees on how to use the appraisals process properly is very helpful obviously, especially taking a more modern view of what makes people effective and valuable to employers, and how to encourage this development, which relates to developing the whole person, in the direction they want to go, not just job skills, as explained earlier in this section.

pay reviews and awards
If you want to be regarded as a caring and ethical organization, it's also helpful for the organization (board) to agree a basic across-theboard inflationary salary increase close to year end and announce this - everyone gets this. This can be based on a collection of factors, decided by the board, typically: inflation, the organization's financial position, demographics and competitor market forces on salary levels. Individuals can then receive an additional increase on top of this according to criteria agreed before the start of the year (at their last appraisal) based on performance, achievement of targets, job-grade advancement, qualifications attained, training aims achieved, and any other performance levers that it is sensible, fair and practicable to incentivise. From 1st October 2006 (UK and Europe) it is unlawful for pay and benefits to be linked to a person's age, aside from statutory mechanisms such as minimum wage levels. The rationale for these individual awards must be established and budgeted for by the board, circulated, and explained to all staff via managers. Whilst not always easy or practicable to design and implement, arguably the best collective annual pay increase mechanism is one that effectively rewards everyone directly and transparently for corporate performance, ie, 'profit share' in spirit, based on the whole organization and a business unit/department to which they relate, plus an individual performance-linked award based on the sort of levers mentioned above. It's about people believing that they are all part of

the group effort, pulling together, and all enjoying a share of the success. Profit share deals just for directors are rightly regarded by most staff as elitist, exclusive, and divisive. If you want your people to give you 100%, include them in as many reward schemes as you can.

appraisals and training planning
Where appraisals coincide with year-end, training department must not rely exclusively on appraisals data for training planning (the data arrives too late to be used for training planning for the next year quarter 1 and probably quarter 2). Training planning must work from data (based on audits, analyses, manager inputs, questionnaires, market and legislative drivers, etc) gathered/received earlier during the year. Training planning by its nature is a rolling activity and thought needs to be given to how best to manage the data-gathering and analysis (including the vital details from staff appraisals), training planning activity, and integrating the costs and budgeting within the corporate trading planning process.

probationary review elements in appraisals
A new employee is often subject to a probationary period - normally three months although probationary periods vary from a few weeks to a year. Probationers need to be supported properly or the chances of the new employee struggling or failing will increase. The nature and process of probationary reviews depend on local methods and policies, however the elements of the review process (and any documentation or system used) will commonly be:
• • •

name, position, department etc. dates - commencement and review

basis of review - clear explanation of what constitutes a successful outcome, linked to consequences of success and failure, according to probationary policies
• •

agreed activities and aims for probationary period

clear and transparent quantifiable measures for each aim/activity - for acceptable probationary review, and for ultimate job performance standard if different (aims must be SMART - specific,

measurable, agreed, realistic, time-bound - aims and activities should logically reflect and represent the core skills, knowledge, behaviour an learning necessary for the probationers job function)
• • • • • • •

agreed support, training and resources for aims/activities

names and contact details for mentors, trainers, helpers for each activity self-assessment section for each aim/activity trainer/supervisor assessment of each aim/activity

probationary review comments and agreed future actions, per aim/activity overall review summary, comment and agree status/actions signatures and dates of reviewer and probationer

. It is worth re-emphasising the implications of the UK (consistent with Europe) Employment Equality (Age) Regulations 2006, effective from 1st October 2006, which make it unlawful to discriminate against anyone on the grounds of age, (in addition of course to race, religion, gender, disability, etc). New or recent legislation always creates a vulnerability for trainers and managers, and Age Discrimination particularly has several implications for performance appraisals, documents used, and the training of people who conduct staff appraisals. Understand about the Age discrimination law also if you are being appraised. Young or old - it affects very many people and situations.

tips on completing your own self-assessment appraisal form, and preparing for your appraisal
Be as truthful as you can without exposing yourself unnecessarily. Obviously if your company and/or boss does not have a positive and fair approach be careful not to create vulnerabilities for yourself. Always be positive, never negative - don't complain, don't point out problems, avoid making personal attacks on anyone or their abilities. If there are problems express them as opportunities to develop or improve, an if possible suggest or recommend how these improvements can be made.

Ask for help and training and coaching and development in areas that you believe will improve your productivity and value to the organization. Look for ways to relate personal growth and development of your own passions and interests outside of work, to your work, and the benefits this sort of development will bring to your employer. Think about your hobbies and your natural strengths - they will almost certainly entail using many attributes that will be helpful for your employer - perhaps beyond the role that you find yourself in currently. If your employer is unaware of your talents and potential make sure you tell your manager, and if your employer fails to understand the benefits of helping you to follow your unique personal potential (which each of us has) then maybe think about finding an employer who places a higher value on their people. Use the list or skill categories on the appraisal form to assess your capabilities and behaviours one by one - be specific, objective and be able to reference examples and evidence. This is an important area for the appraisal meeting itself so think about it and if necessary ask others for feedback to help you gather examples and form a reliable view of your competence in each category listed. If the appraisal for does not have a list of skills and behaviours create your own (use your job description for a basis). Assess your performance for the appraisal period (normally the past year) in each of your areas of responsibility; if there are no specific responsibilities or objectives brought forward from your previous appraisal or on-going meetings with your manager again use your job description as a basis for assessing your performance, competence and achievements. Identify objectives for yourself for the next year. These should be related to your current job responsibilities and your intended personal development, and be a mixture of short, medium and long-term aims (ie, days or weeks, months, and a year or more). Attach actions and measurable outputs to these aims and objectives -this is a commitment to change and improve which demonstrates a very responsible and mature attitude. If your aims and actions require training or coaching or other support then state this, but do not assume you have a right to receive it - these things cost money and your manager may not be able to commit to them without seeking higher approval.

Think about and state your longer-term aspirations - qualifications and learning, career development, and your personal life fulfilment issues too - they are increasingly relevant to your work, and also to your value as an employee. Seek responsibility, work, and tasks within and beyond your normal role. Extra work and responsibility, and achieving higher things develop people and increase productivity for and contribution to the organization. Always seek opportunities to help and support others, including your boss. Always look upon reward as an economic result of your productivity. You have no 'right' to reward or increase in reward, and reward is not driven by comparisons with what others receive. Reward, and particularly increase in reward, results from effort and contribution to organizational performance. As such, if you want higher reward, seek first the opportunity to contribute more process.

Best performance appraisal resources
1. Balanced Scorecard Toolkit and Trainings. This ebook provide top managers, CEOs and independent business consultants with ready-to-use e-products for Balanced Scorecard, such as Balanced Scorecard Toolkit and Balanced Scorecard Practical Training. 1. Employee Performance Appraisals Forms. Benefits of this ebook include: Make your “fair” help good & make your “good” help great; Improve efficiency; Save hours upon hours of time; Get what you want out of every hourly dollar you pay your employees! Even your best employees need to know they are appreciated; Impress your boss or, if you are the boss, motivate your staff by giving them the feedback they NEED to be a better employee etc 2. Phrases For Performance Appraisals. Benefits of this ebook include: A collection of hundreds of ready-to-use impactful appraisal comments and phrases; Phrases to highlight your key strengths and achievements; Phrases to downplay your weaknesses to soften the impact on your overall performance; A comprehensive list of phrases covering most of the categories of KPIs used by many companies; Guidebook provided in Microsoft Word softcopy for your easy copy, paste and modify in your appraisal form; Guidebook provided in Microsoft Excel spreadsheet so that you can use it also for your employees’ appraisals and easy moderation! etc 3. Employee Performance Review: Tips, Templates & Tactics. Contents of this ebook include: Probation policies and templates, performance review tips, performance appraisal tips; Performance review tips, performance appraisal tips performance review

policies and templates; Performance review tips, performance appraisal tips learning & development policies and templates; Performance review tips, performance appraisal tipspoor work performance policies and templates etc 4. Managers Guide to Performance. Contents of this ebook: How to deal with an employee who displays negative behavior….help them deal with their own issues and change their behavior; How to coach an employee to higher performance….employees want your leadership and will follow a strong manager; How to be clear about what you expect from them….an employee always wants to know how to best perform; How to give your employees the opportunities to perform……if they can’t or won’t, then how to let them go.

Feedback Given By Executives

Quest: 1- you feel convenient with computerized online performance management system at NTPC.
Agree58% Neutral 2% StronglyAgree40%

Inference :- No one disagreed and only 2 % Executives were neutral so

we can say that most of them are tech savvy and feel convenient with online PMS

Quest:-2 your job description clearly define KPA¶s on which your performance is rated.
Agree 60% Neutral 24% Strongly Agree 16%

Inference:- They were well aware about there KPAs and felt that it is
according to there job profile as 84% Executives agreed to it.

Quest:3 -The goals(KPA¶s) set are always mutually agreed upon i.e.

your consent is taken into consideration while setting KPA¶s.
Agree -38% Disagree - 10% Neutral -38% Strongly Agree - 14%

Inference: - The response was divided although 52 % Executives agreed
about their consent being taken into the KPA setting process, 10% disagreed and 38% preferred not to answer. It says that in general executives participate in the KPA setting process but there is some dissatisfaction

Quest:4- The performance goal set by the appraiser for you are in alignment with your career aspirations.
Agree--38% Disagree--10% Neutral --44% StronglyAgree ± 6% Strongly Disagree --2%

Inference :- This shows the level of job satisfaction of employees. As

44% of them agreed and 0nly 12% disagreed to the fact that their KPAs matches their career aspirations, we can say mostly they are satisfied

Quest:5- The deadlines set to complete and submit the performance documents are sufficient.
Agree²58% Disagree²8% Neutral²26% Strongly Agree--8%

Inference:- It simply shows the awareness level of Executives. 66% of
them were agree and felt that individual goals matches well with unit goals and company goals.

Quest: 6- PMS is very useful for career planning.
Agree²64% Disagree²4% Neutral²24% Strongly Agree²8%

Inference:-Most of the executive advocate the need of performance
management in career planning.

Quest:7-All the factors facilitating and hindering performance are taken into consideration while appraising the performance.
Agree²40% Disagree²10% Neutral ±44% Strongly Disagree²2% StronglyAgree²4%

Inference:- Although 12 % of executives disagreed a healthy proportion

of them agreed to this. Generally most of the factors affecting the performance of an employee are taken into considereation

Quest:8- Your seniors assist you at the time of your need.
Agree²64% Neutral²18% Strongly Agree²18%

Inference:- The response says that that there is a healthy environment
of working, seniors assist their subordinates whenever there is any need.

Quest: 9- Your final rating is doesn¶t only on your competencies and KPA¶s but also on several other factors are like your corporate image and interpersonal relation with the rater.
Agree²40% Disagree²4% Neutral²16% StronglyAgree²40%

Inference:- Along with the competencies and KPA achievements the
factors like corporate image and communication skills of the executives matter while rating their performance.

Quest: 10- Your doubts and queries are addressed by the PMS administrator while operating online PMS.

Agree²40% Disagree²4% Neutral²35% StronglyAgree²14% Strongly Disagree²4%

Inference:- Except a few disagreement most of the employees agree
that their doubts and queries are addressed by the PMS administrator.

Suggestions

1.PMS should be linked to Business strategy. 2.Performance assessment should be objective and efficient. 3.PMS should be an open and participative system with feedback loops where everyone feels free to express their views with the appraiser. 4.PMS should distinguish high performers from low performers. The recognition to high performers should be done with more efficiency. PMS should have a developmental focus with appropriate training system to cater the training need of employees. 5.The process should be monitored efficiently addressing the doubts and queries of the employees. 6.The KPA setting process should ensure the active participation of executives. There should not be any communication gap between seniors and subordinates as it is of utmost importance in performance management. 7.Persuasive sessions should be organized to emphasize the need of performance management and how the active participation of employees without any biases help in improving performance management system. 8.queries of the employees. 9.The KPA setting process should ensure the active participation of executives. 10.There should not be any communication gap between seniors and subordinates as it is of utmost importance in performance management. 11.Persuasive sessions should be organized to emphasize the need of performance management and how the active participation of employees without any biases help in improving performance management system.

Conclusion

The aim of performance management system is ensuring the maximization of efforts by the employees of the organization to realize the desired goals. More effective the performance management of an organization more productive the organization would be. NTPC as a whole is a big organization with vast number of employees working there, to manage the performance of such a great number of people efficiently is a herculean task. The survey and personal interviews conducted during the project work says that an effective performance management system is on place but as we know everything in this world keep evolving itself for betterment, the performance management system is not an exception NTPC can touch new heights in the field of energy management by managing its manpower more efficiently, addressing there training needs, recognizing the high performances and making them feel the freedom of expressing their points.

QUESTIONAIRE:

I/ Employee Details1. Employee name:
2. Position: 3. Department: 4. Start working from:

II/ Rating scales of Performance appraisal
Yes / No / NA

III/ Performance appraisal questions
1. Quality of personal objective setting is poor. 2. Personal objectives are not aligned to the business goals.. 4. The current process is too time-consuming. 5. Getting Managers to complete the forms is difficult. 6. Getting meetings arranged to discuss each stage of the process is difficult. 7. Personal objectives do not contain clear measures of success. 8. Team objectives do not exist. 9. No process exists for cascading Personal Objectives. 10. Personal objectives targets are not up to date. 11. Personal objectives are not updated as business needs change. 12. Participation in the process is not at the required level. 13. Once completed the forms are just filed away. 14. Evidence of performance is not gathered throughout the year. 15. Ratings are sometimes seen as based on subjective judgements. 16. All the responsibility seems to lie with the manager 17. There is no facility to run reports to analyze overall development needs of the whole organization. 18. We cannot run reports to match suitable staff against job roles for succession planning purposes.

19. We do not have the capability to provide automatic E-Mail reminders, and prompts, when targets are due. 20. Evidence on progress towards qualifications is not included. 21. Evidence from project work is not included. 22. Comments from mentors or coaches are not included. 23. Feedback on good or poor progress is saved up to the end of the year. 24. Successes are rarely recorded. 25. Low performance is highlighted, but no development support is defined. 26. Personal Development Plans do not exist. 27. High performing staff are not easily identified. 28. Personal Development Plans do not contain specific development actions and targets. 29. Missed targets are not commented upon until the year end. 30. There are no reminders for forthcoming target dates. 31. The process does not support our values/culture change. 32. Evidence on competency development is not included. 33. Evidence on skill development is not included

PERFORMANCE APPRAISAL QUESTIONAIRE
Employer/Employee to complete on how they think the employee performed. Allocate and justify performance to each key task and objective as described in your job description(1=poor, 10=excellent). Employer--------------------Employee-------------------Position---------------------KEY TASK & OBJECTIVE 1.Production 2.Maximize production 3.Optimum production 4.Protect employee health 5.Provide quality replacement stock 6.Provide sufficient supplement SCORE (1=POOR,10=EXCELLENT) Date-------------------COMENT

7.Product quality 8.firm maintenance 9.Accomodation 10.Report/Recordkeeping 11.General

TRAINING IDENTIFIED:

IMPROVEMENTS IDENTIFIED & AGREED METHOD/TIMING OF IMPROVEMENTS:

Signed Employer------------Date-----------------------------

Signed Employee--------------Date------------------------------