PERFORMANCE REVIEW

 The appraiser and appraisee

meet to review their appraisals.  They discuss the results that were achieved and the performance factors that contributed to their accomplishment.  Their discussion includes :--a) Results achieved (What was done)

d) Development plan and progress

 Performance management takes stock of what the employee has achieved to date, what has been done, and also the weaknesses that need to be addressed.  Performance management is very much concerned with results, and therefore the performance review should confine itself to the key result areas of the employee. 

 This kind of managerial activity

can be grouped under the heading of performance reviews.  Improving the performance of people in their existing jobs should be the principal aim of any appraisal scheme.  The main concern of the performance review interview is the quality of the relationship between the manager and the employee

 If the relation is good, managers

will not have a great deal of difficulty in communicating with and improving the performance of their employees.  The place of the performance review interview and the skill of the manager are also important.

PREPARING FOR PERFORMANCE REVIEW
 When a review is approaching, the individual must be prepared for the same. The work done in advance will enormously influence the success of the performance appraisal meeting.  The individual should be honest about his deficiencies and equally straight forward about his successes.  He can also review his own performance in terms of goals set and

 Organizations that are

committed to using a comprehensive performance management process effectively, appraisees are trained on their responsibilities just as appraisers are.

OBJECTIVES OF P.R.
1) To let subordinates know where they stand. 2) To recognise their good work. 3) To point out how and where they can improve. 4) To develop them on their present job. 5) To develop and train them for

7) To serve as a record for assessing

the department or unit as a whole, showing where each person fits into the larger picture. 8) To warn some employees that they must do better. A thorough performance analysis done to the review discussion helps in making the review discussion fruitful. Review discussion aims at making

understand each other better by communicating the performance analysis of the appraisee’s performance. The appraiser should:--1) Complement the appraisee for his accomplishments and good qualities. 2) Understand and appreciate his difficulties and make action plans to help him in the future. 3) Understand the appraisee’s perceptions of the situation and correct the perception, if necessary.

1)Help him to recognize his strong points and weak points. 2)Communicating the expectations of the appraiser from the appraisee. 3)Identify developmental needs of the appraisee and chalk out a course of action for meeting these needs.

P.R. MEETING – 10 GOLDEN RULES

1) Be prepared 2) Create the right atmosphere 3) Work to a clear structure 4) Use praise 5) Let individuals do most of the talking 6) Invite self assessment 7) Discuss performance, not personality 8) Encourage analysis of performance 9) Don’t deliver unexpected criticisms 10) Agree measurable objectives and a plan of action.

REVIEW DISCUSSION
 Every performance improvement

discussion with the employee has two goals, namely, solving problem and maintaining relationship, both of which need to be achieved if a lasting correction is to occur. To be more effective, the following steps are essential:-1) Identify the specific gap between desired and actual performance.

3) Ascertain the consequences the employee will face if he/she fails to correct the situation. 4) Determine the appropriate action to be taken.

P.R. PROBLEM
1) Identifying criteria for evaluating

performance 2) Collecting accurate and comprehensive information about employee performance. 3) Resolving conflict between reviewers and the people they review. 4) Defensive behaviour exhibited by individuals in response to criticism.

An effective performance review, especially one in which problems of under performance have to be discussed, demands considerable skill on the part of the reviewer.

ASSESSMENT CENTRE
The term “Assessment Centre” actually applies to a technique which is used for measuring certain dimensions of a person’s competency.  An assessment centre is a comprehensive, standardised procedure in which multiple assessment techniques are used to

 Assessment centre technique

was first applied in German army in 1930 and subsequently in the British army in 1960.  Under this method, assessment of several individual employees is done by various experts using various techniques.

OBJECTIVES
1) To enable assessors to gauge a

person’s bahaviour and relate it to job requirements. 2) To draw suitable candidates from unrelated fields. 3) To predict most accurately the onjob-performance. 4) To objectively measure candidates using the same standards, and not

5) To make available objective and constructive feedback.

CHARACTERISTICS
1) It must measure multiple factors

(qualities or Competencies). 2) It must use multiple techniques. 3) It must have multiple observers or assessors.

The output of the assessment centre is an estimation of the competency or potential of the employees who have been put through the system and the value of the technique rests on the accuracy of the data obtained. However, the true value of this method is the use to which the data is put and this could be any of the following:--

1)Selection of employees 2)Placement 3)Potential appraisal 4)Promotion 5)Career and succession planning 6)Development of employees 7)Estimation of training needs of the organisation.

TYPES OF EXERCISES
1) Interactive Exercises 2) Written Exercises 3) Activity Exercises 4) Psychometric Tests 5) Interviews • In-basket Interview • Biographical Interview • Feedback Interview

ASSESSORS’ SKILLS
Assessors need to have some knowledge of the job in terms of its context or content. They must be skilled in:---1) Observing behaviour 2) Recording accurately 3) Reporting clearly 4) Suspending judgement 5) Giving constructive feedback

USE OF ASSESSMENT CENTRE
•Assessment centre is not a place but a method or process designed to assess skills or potential in as comprehensive and rigorous a way as possible. • Assessment centre can be used for many purposes.

Examples :i. Career Planning

ii. iii. iv. v.

Self Development Succession Planning Management Development Organization Development

Sign up to vote on this title
UsefulNot useful