You are on page 1of 22

Performance Appraisal

Process, Rules, Future Tasneem Akhtar Jameel DM HR (CP & PM) 1st Feb-4th Feb 2011

Objectives of Training
At end of this training the trainees will be able to Define PARs and recognize its importance in CAA for all employees Identify their role as appraiser/ appraisee in CAA Perform Performance appraisal process with its minute details and apply the learning in practicality Have Clear knowledge on importance of process and be able to share the learning with all colleagues

My expectations
Age is not something that is hindrance in learning from each other We will learn together Lets learn PAR through life examples A lot of sharing and coordination to facilitate each other We will remain connected even after this training to learn about new skills and each other s trades

Norms Setting
We are learners----- each of us Lets share our experiences Give feedback and be prepared for that Understand first to get understood later Lets be on time and use time Take away something everyday as a learning and as a reward for time and efforts invested

Your Expectations

What is PA
The identification, measurement & management of employee s performance in an organization. Evaluating an employee s current/or past job performance relative to his or her performance standards

Performance Appraisal
Continuous Management Process Focus is on people Individuals and teams work together to achieve shared aims Puts responsibility on the manager to work effectively with his people by positive reinforcement through  Communicating  Coaching  Motivating  Providing Feed Back  Support

PA Methods
Critical incident Weighted checklist Paired Comparison Graphic Rating BARS MBO Performance Ranking Method Forced Ranking Behavioral Observations

Importance of Performance Appraisal


Organization Links organizational strategy to results. Manager Base for giving Performance feedback Employee Helps the employee to set goals and improve performance

Helps in creating a transparent and merit based organization. organization.

improve rapport & communication with subordinates identify problem areas within individual departments, teams and other units Builds stronger working relationships Aids in fulfilling managerial responsibilities

Recognizes the employees accomplishments and helps reward and motivate the employee chance to communicate career goals & ask about opportunities for career development Awareness pf areas of development Identifies the employees general training needs

Improves organization productivity. Identifies weak / marginal performers Documentation of performance may be needed for legal defense. Appraisal provides basis for bonus or merit system.

CAA PARs
CAA Performance Management System is designed to achieve the following: Plan goals and set standards and expectations. Continuously coach employees for better performance. Objectively appraise performance against standards to identify performers and non-performers. Take action i.e. reward performers and develop the non-performers.

Purpose of PARs
Accountable style of Management Productive and Committed workforce Career of employees Evaluate performance and TNA Morale and motivational tool Conventional ACR vs. PARs

Management means helping people to get the best out of themselves, not organizing things.

WHAT
Setting a goal is not the main thing. It is deciding how you will go about achieving it and staying with that plan." "If you are clear about what you want, the world responds with clarity."

WHY
CAA Vision To be a world-class service provider in the aviation industry Align Individual Goals to Organizational Goals What Goals/ Tasks/ Targets you set for next work cycle

FOR WHOM
Its about YOU Main responsibility lies with YOU Facilitate, help and support your colleagues to achieve high standards of performance in line with their targets

HOW
Assign specific goals Assign measurable goals Assign challenging but doable goals Encourage participation

SMART Goals
Goals are built around 5 leading measures Specific: Each goal should be clear, challenging unambiguous, straightforward, & understandable Measurable: Each goal must be measurable Attainable: Goals should be realistic i.e. they should not be impossible to achieve yet be stretched given, available resource, budget & adequate time. Relevant: Goals should be relevant to the overall objectives of the organization,& leads to desired result. Time Bound: Each goal should have a predefined timeline for achievement within an agreed time scale

Smart Goals
Goal Setting Any generic goal can be converted into a SMART goal by following the format below WHO is going to do WHAT, WHEN, and TO WHAT STANDARD? In other words What is to be done? Who is going to do it? By when? To what standard?

Role of Manager
Usually do the actual appraising. Must be familiar with basic appraisal techniques. Must understand and avoid problems that can cripple appraisals. Must know how to conduct appraisals fairly.

General Aims
Feed back Identify performers and non-performers; reward and develop accordingly Performance Gaps and TN Career Growth Communication between appraiser and appraisee