Vision Africa Health & Technology College

Afar Regional State

Samara, 2023

Human Resource Operation

Human Resource Activities

By
Arefayne Eshete Desta
(BA in Accounting & Finance and MBA graduated)
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 Unit Three:
Review Work Performance

Unit Contents:
3.1 Feedback on work performance
3.2 Monitoring and adjusting work
3.3 Opportunities for improvement

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 3.1 Feedback on work performance
• Feedback is the process of evaluating, discussing and organizing an
employee‘s performance. It is an action used to offer constructive
information to a team member.
• Feedback is the amount of information employees receive about how well
or how poorly they have performed
• Constructive feedback is very valuable. It can make you feel good about
the work you are doing. It lets you know whether you are on the right track
and how you might improve.

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 Cont’d
The followings are some feedback in which work performance is revised

Supervisor feedback
• Feedback from your supervisor is also valuable. They may have a private
discussion with you for things that only concern you. At other times they will
give you feedback in a team meeting, particularly if what they have to say
concerns the rest of the work group.
• As well as informal discussion and advice, you may have a more formal review.
This may be called a ‘performance appraisal’ and can happen every six months
or once a year. It is an opportunity for you and your supervisor to sit down and
discuss all aspects of your work. Write notes about points that you can rise in
discussion with your supervisor and review your work plan for the last six
months or year in preparation for your performance appraisal.

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Formal performance appraisals
• These generally occur on a regular basis. The first appraisal usually takes
place three months after an employee starts a job and then every six or twelve
months thereafter. These appraisals allow for a formal method of feedback
which can lead to modification of work performance, further training and re-
evaluation of performance.
• The purpose of the performance appraisal is to be clear about your job
requirements and the necessary standards of work performance and behavior.
Your manager should give you constructive feedback on your progress in
relation to your work plan for the last six months or year. An appraisal is also
an opportunity to identify training and development needs related to your
position and the business needs of the organization.
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 Cont’d
Informal performance appraisals
• Informal performance appraisals can occur whenever the supervisor feels
communication is needed.
• For example: If the employee has been consistently meeting or exceeding standards.
An informal performance appraisal may be in order simply to recognize this fact
• Discussions can take place in a variety of places in the organization ranging from the
manner‘s office to the cafeteria. Of course, it is always wise to discuss employee
performance in private:
• Many organizations encourage a combination of both formal and informal; appraisals.
The formal appraisal is most often used as the primary evaluation.
• However, the informal appraisal is very helpful for more frequent performance
feedback. Informal appraisals should not take the place of formal performance
evaluations.

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 Cont’d
Feedback from clients
• Obtaining feedback from clients is preferably positive praise rather than
negative points. The more information you get from the customers, the
better you can perform. When you have more accurate information from
the customers it will put you ahead of all the competition in the market.
Obtaining feedback from s colleagues
• Obtaining feedback from colleagues mainly in the form of informal
comments on a job well done or suggestions of how to complete a task.
The simple act of asking for feedback from coworkers helps to build closer
working relationships. Most of your coworkers will appreciate being asked
for feedback, they‘ll feel positive about the experience of giving you
feedback.
Personal, reflective behavior strategies
• Thinking about what has been done and how it can be improved for next
time.

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 Cont’d
Routine organizational methods for monitoring service delivery
• These include customer complaint or satisfaction forms, and surveys that are completed
at the end of a task.

Self-Feedback (Self-Appraisals)
• Some companies require employees to conduct a self-appraisal during their formal
review process. Employees can learn a lot from self-appraisals, although their responses
may vary widely: (Either by over- or under-estimating their achievements). It‘s
important to review self-feedback and openly discuss its accuracy.
360-degree feedback
• 360-degree feedback allows all team members and leaders to be involved in the
feedback process. This form of feedback is confidential and comes from the entire work
team, not just management or team leaders. Feedback might include coworkers, direct
reports and managers.

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 Cont’d
The Key Types of Feedback
Informal Feedback
• Informal feedback is unscheduled and often unexpected. There is no
formal process or procedure to initiate or govern this feedback, it‘s not part
of a regular cycle and, in some cases, it can be unwarranted or unwelcome.
• Examples of informal feedback include: Approaching an employee out of
the blue to tell them they‘ve done a good job, providing suggestions for
improvement, shouting at them, or berating them.

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 Cont’d
Formal Feedback
• Formal feedback is a key element of core HR processes. Formal feedback
mechanisms can be part of a performance management cycle and can take the
form of staff appraisals, or development reviews (PDRs).
• The key here is the word ‘formal’: In this instance, feedback is structured,
usually pre-planned, and may involve reviewing metrics. It usually requires
pre-preparation and often includes both feedback and feed-forward (advice
given, to help employees improve their future behavior).

Formative Feedback
• This type of feedback is given during a process. Rather than waiting until the
end of a project, year or cycle. It is used as a helpful way to explain how
things are going at the time.
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 Cont’d
Summative Feedback
• This type of feedback is given at the end of a process or cycle such as the financial
year-end, the calendar year-end, the end of a project, or the end of someone‘s
employment. It is the opposite of formative feedback. Self-Feedback (Self-Appraisals)
• Some companies require employees to conduct a self-appraisal during their formal
review process. Employees can learn a lot from self-appraisals, although their responses
may vary widely: (Either by over- or under-estimating their achievements). It‘s
important to review self-feedback and openly discuss its accuracy.
Peer Feedback (360º Feedback)
• When colleagues (rather than managers) provide feedback this is referred to as peer
feedback. It is often used as part of a 360-degree review.

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 Cont’d
Positive Feedback
• The type of feedback that we all like to hear the most is positive feedback. This
means we‘re doing a good job and people are happy with our work.
Negative Feedback
• We‘re less likely to enjoy receiving negative feedback but, while feedback can
be negative (for example, we might be told we‘re doing something wrong), it
can also be constructive. Employees have to face criticism to get better at their
jobs.
Constructive Feedback
• The goal of constructive feedback is to help employees develop their skills
while creating a more empowered, positive workforce of people who enjoy
doing their jobs.
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 Cont’d
Destructive Feedback
• The opposite of constructive feedback is destructive feedback. This is to be
avoided at all costs. It demotivates employees, is likely to reduce employee
retention, and increase staff turnover rates. Destructive feedback is often
used by bullies, power-hungry managers, or those who dislike their
employees. It is more common in toxic work environments.
Ensure Fair, Constructive Feedback

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 3.2 Monitoring and adjusting work
• Monitoring is periodic tracking (for example, daily, weekly, monthly,
quarterly and annually) of any activity‘s progress by systematically
gathering and analyzing data and information. The target
audience/beneficiaries must be defined along with what you are doing, and
whether your activities are being implemented as planned or not.
• Reviewing or monitoring the work performance of a team or oneself helps
to ensure that plans are on track and goals will be achieved. Planning and
monitoring are very closely linked to each other. If things are not going
according to plan, take corrective action to improve the situation.

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 Cont’d
Areas that are typically monitored include:
 Output - is the quantity of output on target with the plan?
 Quality - is the output the desired quality?
 Resources - is the amount of resources being used consistent with the
plan? Resources include raw materials, equipment, property, lighting and
heating as well as human resources.
 Procedures - are the procedures the most efficient for the task?
 Cost - is the budget on target?
 Time - are you on schedule?

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 Cont’d
Advantages of Monitoring
 Improves overall quality of output
 Prevents problems from occurring and re-occurring
 Prevents problems from becoming too large and overwhelming
 Minimizes the effects of problems once they have occurred
 Provides team members with guidance - they know they are "on the right track"
 Avoids "management by crisis" - mopping up problems only after they have
occurred
 Detects and reduces errors
 Improves efficiency
 Provides the team with consistency

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 Cont’d
Steps in the Monitoring Process
1 .Establish a goal or a standard
• The first step involves the planning process and ideally should have
already been completed before the commencement of a task. It involves
setting your goals and determining what end result you want to achieve. It
is best to use the established standards of your work group or organization
and measure your performance against these.
2. Compare what is being done with the planned result
• The next step in the monitoring process is to check and compare what is
being done with the planned result.

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 Cont’d
Methods of comparison include:
 Personal observation - You can discover a lot by observing. Talk to
people to find out how things are going. Are things going to plan? Do you
feel pleased with the progress so far?
 Reporting - Progress reports can be oral or written depending on the
team. The report takes place at a predetermined time (eg weekly staff
meetings) and provides you with feedback regarding the progress of a task.
 Testing - Testing may include random spot checks, inspections or taking
samples.
3. Implement corrective action, if necessary
• If there is a deviation from what was planned and the actual outcome,
thorough investigation may be necessary to determine the reasons for the
deviation before any corrective action is contemplated. Sometimes, if the
deviation is only minor, it may be more appropriate not to take any action
at all.

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 Cont’d
Established Standards use to Compare Performance

 Ethiopian standards - published documents setting out specifications

and procedures designed to ensure products, services and systems are safe,
reliable and consistently perform the way they were intended to. They
establish a common language which defines quality and safety criteria.

 Legal and organization policies, guidelines and requirements -

documents which define policies regarding, best practice, conflict
resolution, rights and responsibilities, etc.

 Legislation - laws passed by both State and Federal Parliaments, for

example WHS Act 2011

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 Cont’d
§ Organizational policies and procedures - policies usually describe the
rules which apply within the workplace, including what the rule is, when it
applies and whom it covers. Procedures describe the critical steps which
must be undertaken to comply with the policy.
§ Specified work standards - written description of how a process should
be carried out, setting out either minimum or best standards.
§ Standards set by work group - specified work standards which have been
agreed upon by a particular work group of employees.

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 3.3 Opportunities for improvement

 You can find opportunities to improve yourself in any organization, big or

small. Sometimes, you will be offered opportunities without asking. At
other times, you will need to show initiative and identify opportunities for
yourself.
 Use these steps to help you actively seek self-improvement opportunities:

 Identify what is available:- Identify options of further skills and

performance of improvement
 Discuss the options:- analyze which options of improvement
opportunities are best for you
 Make plan:- Make plan where, when, what and how to achieve your
goal

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 Cont’d
 The following are opportunities for performance improvement beyond feedback:

1. Coaching, mentoring and/or supervision - this will help with identifying

personal strengths and setting personal and team goals and timelines for work to
be completed.
2. Internal/external training provision - on and off the job training, having the
opportunity to attend seminars, workshops or courses to meet learning needs,
being able to rotate jobs in a workplace to enable multi-skilling.

3. Personal study - completing study outside of work. You may also want to
improve your knowledge and skills in a more formal way. There are many part-
time courses available at TVET, university and other training organizations. If
you have been working for some time, you may have already accumulated a lot
of knowledge and skills outside the formal education and training system.

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 Cont’d
4. Recognition of current competence (RCC)/skills recognition/initial
assessment - recognizing the level of current knowledge and skills and
identifying gaps which require further learning to enable workers to
complete their job competently, and identifying learning opportunities to
meet needs and fulfill career aspirations.
5. Workplace skills assessment - recognition of current competence and
recognition of prior learning can lead to credit transfer in tertiary study
which can reduce the length of time needed for completion of courses.

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 Cont’d
Evidence of learning
 After employees use opportunities for improvement and got knowledge, skill
and experience that improve their work performance, they should have to
prove that they learnt i.e. learning evidence
 Evidence-of-learning ―evidence that learning has occurred – which
assumes that learning can be measured. EOL describes a set of strategies and
tools that are empirically proven to demonstrate learning outcomes. More
literally, the term refers to a process that shows evidence of learning taking
place. Evidence-based learning may involve setting goals that challenge
students intellectually. From an instructional standpoint, evidence-based
learning involves using the latest research and data to inform the structure of
class activities and lectures.
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 Cont’d
Where evidence of learning can be found:
 Depending on what you are trying to prove, evidence can be found in a
variety of places and ways.
Evidence of learning can include:
 Gaining of a qualification/ticket/license
 Completion of a work diary
 Report/evaluation/appraisal completed by supervisor or team leader
 Competency records
 Completion of a learning portfolio

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 Self –Check Test-3
Part I – Say True or False
……1. The first formal appraisal usually takes place six months after an
employee starts a job (True)
……2. The formal appraisal usually takes place two times per year. (True)
……3. Quality is the quantity of output on target with the plan (True)
……4. The first step to review work performance is obtaining feedback
True()
……5. Employees have to face criticism to get better at their jobs. (False)

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 Cont’d
Part II - Choose the best answers

1. The correct steps to help you actively seek self-improvement opportunities are

A) Identify what is available, Make a plan and discuss your options

B) Discuss your options, Identify what is available, and Make a plan

C) Make a plan, Identify what is available, and discuss your option

D) Identify what is available, discuss your options and Make a plan

2. __________ is talk to people to find out how things are going.

A) Testing

B) Reporting

C) Personal observation

D) None

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 Cont’d
3………….. is periodic tracking (for example, daily, weekly, and monthly, quarterly and
annually) of any activity‘s progress by systematically gathering and analyzing data and
information.
A) Personal observation
B) Feedback
C) Monitoring
D) Reflecting
4. Evidence of learning can include:
A) Competency records
B) Completion of a learning portfolio
C) Workplace skills assessment
D) Gaining of a qualification/ticket/
E) All of the above
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 Cont’d
5. Areas that are typically monitored include:
A) Resource
B) Cost
C) Procedure
D) Time
E) All

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 Part II - Matching

“A” “B”
B -----1. The type of feedback that we A. Laws passed by both State and
all like to hear the most Federal Parliaments
C -----2. is to help employees develop B. Positive feedback
their skills
E -----3.Summative feedback C. Improvement opportunity
A -----4. Legislation D. Constructive Feedback
D -----5. Coaching, mentoring E. type of feedback is given at the
end of a process or cycle

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 Operation sheet 1 - Planning and Prioritizing Work Schedule
 Operation title: Work Schedule
 Purpose: To prepare daily activities work schedule
 Instruction: Using the tools and steps given below and prepare work
schedule for your daily work activities. You have given 30Minut for the
task and you are expected to perform
 Tools and requirement:
1. Paper,/note book/
2. Ruler,
3. Pencil.
4. Electronic diary

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 Cont’d
Steps in doing the task

1. List your daily work activities/to list

2. Set goal for each task

3. Prioritize tasks in accordance of urgency and important

4. Prepare time timetable and record activities in order of propriety

5. Allocate time and deadline

6. Allocate necessary resource

7. List constrains/Time waster and time saver

 Quality Criteria: the given project is evaluated in terms of, SMART, and

 Precautions: Do not forget that attending training, attending cooperative

training submitting an assignment, cleaning class are among your daily work
activities
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 Reference

Perform Human Resource Activities: LSA HRM2 02 1122 - Teaching, Training and
Learning Materials (TTLM), published by Ethiopian Ministry of Labor and Skill,
November, 2022 Addis Ababa, Ethiopia.

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