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Am a Young ,Dynamic,People Oriented Person,Passionate,Self Motivated,Well Balanced Person,Patient.

Have done internship on PMS & have gained handful of experience on it.Done projects on Competency Mapping.Have Knowledge on all HR Domains.

Performance reviews that work

Every position should have a current job description. Without an updated job description employees will do what their manager values, leaving the tasks that are less obvious to be neglected. Typically stakeholders in other departments, divisions, or with less political clout are penalized.

An updated job description should include a competency / skill assessment. This becomes a baseline
document in the interviewing process and makes ranking candidates a breeze. It also is the perfect document to track and plan training requirements and competency achievements that should become part of the employees permanent record. It also helps identify ways the manager can help them improve, in a way that doesnt make the employees afraid to acknowledge weaknesses. An absolutes document is a must for every employee. This is a simple list of the 10 things that are absolute mandates or you will be terminated.

Management tracking mechanism to keep records on each employees accomplishments. I kept a file folder in my desk for each employee and a digital file in my laptop. I made notes after each customer visit, employee meeting, or whenever I got employee feedback from customers, marketing, manufacturing, customer service, etc. and I kept all correspondence in my paper file. It all worked together to give a greater understanding of how each employee worked to achieve their goals and how they interacted both internally and externally. Touchstone Meetings are meetings with employees that occur on joint customer visits, or training days, at sales meetings, at corporate or customer events. Its a moment when you can sit with an employee and talk about what has happened since the last time you met. It can be: I heard something good about you, Congratulations on that order, Great job in landing that new customer, why did we lose the XYZ account, Im hearing some things we need to correct from marketing, etc. These meetings should let every one of your employees know that you are engaged, that you know what is going on, that you are managing the course of their career. The substance of each of these meetings should be documented and communicated in writing. An email that says thanks for the great job on the XYZ account and well take under advisement your recommendation to update our order entry process then becomes the grist for the official review. The Official performance review meeting should not be a big surprise. They are basically a culmination of the touchstone meetings and a review of the outcomes from those meetings. Although companies vary in the timing of reviews (anniversary date, annually after budgeting, a specific date each year) Official performance reviews should be scheduled in advance with each employee and should have a meeting agenda that clearly states the participants and the order of discussion. If there are any significant issues, managers from the departments in question should participate and HR should be present. Employees should know that whatever happens in this meeting goes into their permanent record. Its always a good idea to have HR or your Administrative Assistant present to take notes and keep an action register. The meeting agenda should allow the employee to present his assessment first. You should present the official review including any extended feedback. The meeting should conclude with the agreed upon outcome: salary treatment, promotion, termination, performance improvement plan, training, process changes, reporting changes, etc. The final official review should be communicated in writing and signed by all parties and it should also include any agreed to actions or changes.

Self Assessment is a tool that gives each employee an opportunity to share information about their work
product, process, training, or tools that may otherwise be lost. They should ask specific questions about each of the aforementioned areas to address any internal issues, new market trends or competitive positions and they should also ask about the specific issues addressed in touchstone meetings and the results. All self assessments should be submitted well before the Official review meeting and should be factored into the final review. Extended feedback or 360 feedback is valuable if and only if it is an input mechanism and not a mandated review form that has to completed by X managers or peers. By that I mean that its basically a comment form that peers and managers can use to submit input to the employees manager as they deem appropriate when a situation arises that begs for comment - good or bad. It should be a part of the review process without becoming a process in and of itself. Managers need to become comfortable with face to face meetings that include the discussion of uncomfortable topics, bad news, counseling, coaching, disagreeing, and terminating. Most people call this confrontation. If you have done your job as a manager to this point, there should be little room for confrontation. If there were issues, they should have been handled in the touchstone meetings. The official review should not yield any major disagreements that are a surprise. Confrontations that turn contentious are usually the result of mounting issues that are unleashed all at once in the big annual review with no advance warning. If the self assessment is way off base or the extended feedback indicate significant and escalating issues, managers from the departments in question should participate and HR should be present. Any misunderstandings should be negotiated and all discussions should be maintained at a business level and should not become personal. This ability is why you have a job and get paid the big bucks!

About 58% of human-resources executives graded their own performance-management systems a C or below, according to a May and June survey of 750 HR professionals conducted by New York-based consulting firm Sibson Consulting Inc. and WorldatWork, a professional association.