Performance Appraisal ABSOLUTE

• • • • • • Types of Absolute Appraisal methods Timeline & Process Appraisal of Front office staff Appraisal of Marketing Manager Attachments Appendix

Performance appraisal - a formal structure that allows for the continued measuring and evaluation of individual behavior and performance of an employee

Absolute Appraisal method
• Under the individual evaluation methods of merit rating, employees are evaluated one at a time without comparing them with other employees in the organization

1. Confidential Report
• Descriptive report • Highlights the strengths and weaknesses of the subordinate • Subjective analysis of the superior • Does not offer any feedback to the appraisee

2. Essay Evaluation
• Rater is asked to express the strong as well as weak points of the employee’s behavior • Used with a combination of the graphic rating scale • Factors:
– (i) Job knowledge and potential of the employee; – (ii) Employee’s understanding of the company’s programmes, policies, objectives, etc.; – (iii) The employee’s relations with co-workers and superiors; – (iv) The employee’s general planning, organizing and controlling ability; – (v) The attitudes and perceptions of the employee, in general

3. Critical incident Technique
• Manager prepares lists of statements of very effective and ineffective behavior of an employee • Manager maintains logs on each employee • Recorded critical incidents are used in the evaluation of the workers’ performance

4. Checklist & weighted checklist
• A set of objectives or descriptive statements about the employee and his behavior • The value of each question may be weighted equally or certain questions may be weighted more heavily than others in the weighted checklist

5. Graphic Rating Scale
• Uses a printed form to evaluate • Uses variety of traits • Most commonly quality and quantity of work

Table: Typical Graphic Rating Scale Employee Name................... Job title ................. Department ......................... Rate ............... Data .................................. Quantity of work: Volume of work under normal working conditions Quality of work: Neatness, thoroughness and accuracy of work Knowledge of job A clear understanding of the factors connected with the job Attitude: Exhibits enthusiasm cooperativeness on the job and Unsatisfacto ry Fair Satisfactory Good Outstandi ng

Dependability: Conscientious, thorough, reliable, accurate, with respect to attendance, reliefs, lunch breaks, etc. Cooperation: Willingness and ability to work with others to produce desired goals.

6. Behaviorally Anchored Rating Scales (BARS)
• A combination of the rating scale and critical incident techniques of employee performance evaluation • The critical incidents serve as anchor statements on a scale and the rating form usually contains six to eight specifically defined performance dimensions




Extremely good


Can expect trainee to make valuable suggestions for increased sales and to have positive relationships with customers all over the country.



Can expect to initiate creative ideas for improved sales.

Above average


Can expect to keep in touch with the customers throughout the year.



Can manage, with difficulty, to deliver the goods in time.

Below average


Can expect to unload the trucks when asked by the supervisor.



Can expect to inform only a part of the customers.

Extremely poor


Can expect to take extended coffee breaks and roam around purposelessly.

7. Management by Objectives (MBO)
“a process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individuals’ major areas of responsibility in terms of results expected of him and use these measures as guides for operating the unit and assessing the contributions of each of its members”

8. Forced Choice method
• Makes use of several sets of pair phrases, two of which may be positive and two negative and the rater is asked to indicate which of the four phrases is the most and least descriptive of a particular worker

Table: Forced Choice Items 2. Least A Does not anticipate difficulties B Grasps explanations easily and quickly C Does not waste time D Very easy to talk to 2. Least A Can be a leader B Wastes time on unproductive things C At all times, cool and calm D Smart worker Most A B C D Most A B C D

Timeline for Performance appraisal system
As approved by the DOI office of HR October 1st to September Appraisal period – it 31st coincides with the fiscal yr October 1st – 31st Complete the performance appraisal for the previous fiscal yr Time frame in which performance standards are set and approved Performance review / Interim appraisal (as required)

30 days after performance appraisal

60 calendars from the beginning of the appraisal cycle Midway through the performance period

October 1st – November 30th

March through May

• Planning – Goals & objectives are outlined, employee input, employee role description
– Standards – Quality, Quantity, Timeliness, Cost effectiveness
• Exceptional, Superior, Fully successful, Minimally successful, Unsatisfactory

– Documenting Elements & standards – Employee Participation

• Monitoring – Performance Review • Developing employees – Training, Individual assessment plan (Self assessment, discussions & Collaborations, Feedback, Implementation & Follow-up) • Rating – Interim Appraisal, Rating critical elements, Rating of record, discussion with employee, employee supplement comments • Actions based on performance – promotions, probations, rewards, transfers, etc

Performance appraisal for Front Office staff (Hospitality)
• • • • • Will be done by manager / supervisor As per the timeline defined earlier See attachment Action taken as per performance Using Graphic Rating Scale

Performance Appraisal for Marketing Manager (Hospitality)
• • • • • Done by Senior manager As per timeline See attachments Action taken Using MBO technique

• Construction Industry

• • • • For Front office staff Excel sheet Internal form MBO

Thank you!