PERFORMANCE MANAGEMENT SYSTEM

ASSIGNMENT- DECEMBER 2023

QUE. 1
INTRODUCTION
Modern organizations formalize performance appraisal systems, but keeping pace with the
administrative and developmental needs often employee evaluation becomes a rigid process.
Employees may not feel satisfied if feedback is from a single source. So, this requires to develop
multi-source feedback system. One such system is ‘360-degree appraisal system’.
According to Lepsinger and Lucia, ‘The 360-degree feedback process involves collecting ideas
about a person’s behavior from the person’s boss, direct reports, colleagues, fellow members
of project teams, internal and external customers and suppliers.’
This method provides better feedback and performance information of the employees, which
can be collected from different stakeholders.
360-Degree Appraisal Form

Name of the employee to be evaluated_________

Department_________

Job title__________________-
Date of appraisal___________________________
Name of evaluation administrator__________________

Instructions- This form is to be filled up by the employee, supervisor and fellow members of
project team. Rating should be given on last year’s performance basis.
Scale- employee should be rated using the scales 1 to 5.

1-Poor
2-Needs improvement
3-Meets expectations
4- Exceeds expectations
5- Outstanding
Section A- (Employee’s perspective)
1. Job knowledge and skills:

 Technical skills required for job

 Knowledge of industry
 Ability to understand and perform job accurately

2. Communication skills/ Soft skills:

 Listening skills
 Ability to communicate effectively with co-workers
 Shares information with others

3. Teamwork:
 Cooperation with team mates
 Supporting colleagues
4. Problem solving skills:
 Ability to think innovative ideas
 Critical thinking on problem solving
 Ability to take initiative without being supervised
Section B- (Supervisor’s Evaluation)
1. Job Performance
 Rate recent achievements
 What are the area of improvement

2. Communication skills
 How effectively employee communicates
 Improvement required
3. Teamwork
 Employee’s contribution towards team goals
 Ability to work collaboratively
 Improvement required
4. Leadership
 Quality to lead others
 Ability to provide directions and guidance to others
  Improvement required
5. Initiative
 Proactive to take initiatives when needed
 Improvement areas
Section- C (Peer Evaluation)

1. Collaboration
 Willingness to cooperate and collaborate with team mates
 Provide some instance or examples
2. Communication
 Ability to share information with others
 Specific instances or examples
3. Contribution towards team
 Supports team members
 Provide instance/ examples
Section D- Overall Evaluation

1. Overall Performance
 Points of strength
 Improvement required
2. Training and Development needs
 Identified areas of growth
 Suggestions for improvement
3. Career Goals
 Suggestion for development plan
 Short-term and long-term goals
Employee comments_________________

Supervisor comments__________________
QUE. 2
INTRODUCTION
Employees get feedback from their bosses, colleagues as part of their evaluation at work.
Sometimes employees may not agree and they would want to share their side of story. This is
when self-appraisal comes in picture.
It is the process where employees review their own performance. They reflect on their
productivity from the past performance cycle.
It gives an idea of what results can be used during the appraisal process and also it helps to
figure out areas of improvement. An effective self-appraisal provides accurate picture of
employee’s professional work and helps to focus on career objectives.

PURPOSE OF SELF APPRAISAL FORMS

Self- appraisal forms, if implemented well can do so much good. The reasons why self-appraisal
forms are important-
 Promotes Accountability
It helps employees to take ownership of their work. They will not only be assessed by
their bosses alone. They will have to actively track the impact of their work and show it
during self-appraisal.
 Two-way communication
Two-way communication involves active listening. During self-evaluation process,
managers listen to employee. During this interaction, employees get a chance to speak
about their strengths and weaknesses. They can highlight their outputs better than
anyone else.
 Motivation and employee engagement
Self-assessment means a way of telling the employee that ‘we trust your judgement on
your work’. Each employee actively participates in the process. Eventually it results in
employee motivation.

SAMPLE EMPLOYEE SELF-APPRAISAL FORM

Employee information
 Name
 Job title
 Department
 Review period
1. Communication Self-appraisal

 I make my expectations known to all parties involved.

  I stay in touch with department leaders and participate in team meetings.
 I provide helpful criticism and concentrate on using communication to resolve conflicts.
 To keep everyone in loop, I provide relevant information to everyone in my team
 I pay gratitude to my team members for their contribution and amazing job.

2. Job performance Self-appraisal

 I cherish my work and aspire to do my best work every day.

 I usually work on finding solutions to issues that impact the team but are outside the
purview of my job duties.
 My main goal is to foster teamwork
 I operate impartially.
 Every day, I strive to perform better.
 I am always willing to answer inquiries and support my colleagues.
3. Innovation and Creativity Self-appraisal

 I look for ways to make our work operations better on a daily basis.
 I'm able to adjust to new circumstances and environments fast.
 I take a "get this solved" mentality to every task.
 I adore exchanging thoughts with other people.
 I concentrate on solutions.
 I attempt to put myself in other people's shoes and work with the team to create a
solution that works for everyone.
 I look for chances to interact with others and pick up knowledge from them.
4.Growth and Development Self-appraisal
 I make goals that will advance both my career and personal development.
 I maintain my development path by honing my abilities.
 I am a self-taught learner who absorbs new abilities from others around me.
 I have the chance to interact with and pick up knowledge from other amazing people in
my area.
 I take action to realize my well-defined professional vision.
 I pick things up quickly, therefore I have no issue adjusting to new situations.
 I enjoy picking up new skills.
5. Performance improvement Self-appraisal

 I've come to the conclusion that moving forward, I must be more open and honest with
my teammates.
 Although I'm competent in customer service, I can do more in follow-ups.
 I avoid having tough conversations because I always strive to seem upbeat.
  I need to do a better job of communicating with bigger groups or on projects involving
several departments.
 I adhere to conventional wisdom and am not always receptive to novel perspectives.
 My tendency to keep my ideas to myself during interactions results in more passive
team discussions.
 I do give my teams' needs priority. I do, however, occasionally take time off without
telling anyone in advance
Employee signature ________

Date_________
Manager’s comments______________
Manager’s signature________________
CONCLUSION
It’s important to ensure that this process is conducted in a supportive manner which
encourages open communication among managers and employees.

QUE. 3 (A)
INTRODUCTION
SmartClass Ltd is a new start-up expanding its coaching classes all over the country. The SMART
principles can help set the targets and goals for this new start-up. Let’s discuss, what these
SMART principles are-
SMART PRINCIPLES
Performance objectives and standards are the common methods to define the basis for
measuring the performance results. If managers use these objectives and standards, they will
be in a position to give a feedback on the gap between expected and the actual performance.
For every job position, it is essential that the objectives and standards are fixed in planning
stage so that employee performance can be tracked.
Standards are more related to job-task completion and can be tracked to individual-level
performance.
Objectives are aligned to overall organizational performance, which leads to achieving business
goals.
Objectives and standards are useful when they are written down and verifiable. They ar
SMART-
S- Specific
M-Measurable
A- Attainable

R- Relevant
T- Timely
SPECIFIC
What has to be done and by whom is addressed in a brief manner in a specified aim. For
instance:
 What goals do we need to achieve?
 Who is ultimately in charge of ensuring that tasks are completed?
 Will the objective be completed in stages?
 Who is in charge of seeing that each stage is completed?
Specific goals helps to understand that what are the desired results and who will play key role
to achieve these goals.
MEASURABLE
Goals should measurable. It means to track the degree of accomplishment. In simple words, it
answers the question, ‘are we there yet?’.
So the goals must be designed in a manner that it gives the ease to measure ratios,
percentages, counts etc.
Some performance measures may not be easily quantifiable. The goals that are not
measurable, doesn’t give the opportunity to be decisive.

ATTAINABLE
Setting of performance objectives and standards must be attainable or achievable; it must be
realistic. It should be within the scope of resources of organization. Sometimes, organizations
may assign certain targets for individual employees which may put pressure on them. This is
not the right approach as the employee may feel over-stressed and he/she may underperform.

RELEVANT
Individual goals, standards and objectives should be in lines of departmental and overall
organizational missions.
Missions help in defining the purposes and purposes gives directions to the people.
Objectives when aligned with missions, helps to achieve business results.
TIMELY
While deciding the performance objectives and standards, it is of utmost importance to decide
on time frame. The time limit within which the employees are expected to deliver results.
Goals and objectives are annual so the performance targets also should be annual.
However, for better results the objectives can be tracked at short intervals to ensure everything
is going on smoothly.

Using the above SMART principles, the following goals can be set for a Training Manager at
SmartClass Ltd-
1. GOAL 1
Training program to be made effective by 20% within the span of four months.
Specific- The goal is to make the training program effective. This can be done by employing
skilled and trained teachers who will be able to give their best and it will also enhance student
engagement and satisfaction. It may include having group activities, case studies in curriculum
which will make the coaching classes to be more effective.
Measurable- The success of goals can be measured by improvement rate of training program.
The training manager can track the attendance of the students and the participation of
students in the coaching classes. Students’ feedback can be taken. It will help the manager to
know whether the desired results are delivered.
Attainable- The given goals are attainable in a time of four months’ period. It is reasonable time
to increase the effectiveness of training program by 20%. The manager can achieve these goals
by including new teaching methods, arranging training sessions for teachers and by focusing on
innovative methods of teaching.
Relevant- The goal is relevant to the Training Manager. Training manager will implement
interactive teaching methods and students will be more likely to be involved in their learning
process.

Time-bound- The time period to achieve given goal is six months.

2. GOAL 2
Employee participation to be increased by 25% in next three months.
Specific- The target is to increase participation of employees in the Training program. This can
be done by arranging training sessions for the employees (teachers). They can be trained for
new innovative methods of teaching.
Measurable- The success of this goal will be measured when the employees will actively take
part in the Training program and achieve the desired results. The students’ feedback will be
taken to measure whether results are achieved.
Attainable- The goal is achievable in a time of three months’ time. It is quite a reasonable
amount of time to increase the employee participation in training program.
Relevant- The goal is relevant to the role of a Training manager.
Time-bound- The time period to achieve given goal is three months. The training manager will
implement the feedback mechanism through assessment tools. Manager will analyze the
results and if any adjustments are needed, he will arrange for making those adjustments.

QUE. 3(B)
INTRODUCTION

The SMART principles as in, Specific, Measurable, Attainable, Relevant and Timely.
The Hiring Manager at the SmartClass Ltd can set the following goals for the class-

Goal:
 To improve the coaching class faculty,
 find and hire three subject matter experts within the next three months.

Objectives:
 Identify the particular skill sets and qualifications needed for all positions.
 To find possible candidates,
 use a variety of recruitment channels, such as employment sites and professional
networks.
 To assess candidates' subject matter expertise and teaching abilities, conduct in-depth
interviews.
Specifics:

Goal:

 Within the next six months, reduce the time-to-fill for coaching class positions by 20%
by simplifying the hiring process.

Objectives:
 Examine and find any problems in the hiring the procedure as it remains.
 Use technological tools in order to speed up specific steps of the hiring process, such as
improving the applicant tracking system.
 Train hiring teams on effective and efficient interviewing methods.
Measurable:
 To measure progress objectively, clearly define success indicators like the number of
qualified hires and the decrease in time-to-fill.
Attainable:
 Make sure the hiring objectives are feasible and reasonable in light of the available
resources, financial constraints, and market conditions.
Relevant:

 Ensure that hiring objectives are in line with the coaching class's growth strategy and
the requirement for top-notch faculty to improve the learning environment.

Temporary:
 Establish deadlines for achieving each goal and the main objective in order to track
progress and develop a sense of urgency.

The hiring manager can improve the effectiveness and efficiency of the hiring process and make
sure that the coaching class quickly attracts and retains top talent by using the SMART
principles to these goals.