PERFORMANCE MANAGEMENT MATRIX

http://www.performancemanagementguide.com/

Performance management guide for businesses

Meaning of the term performanceThe meaning of the term performance is similar to that of the term productivity as, for example, the effective and efficient use of resources to achieve outcomes. However, performance is broader than some narrow meanings of productivity (efficiency, for example). Many private sector applications emphasize only efficiency, but a distinguishing feature of public performance is that it is guided and assessed by multiple, equally important standards of effectiveness, efficiency, and equity.

In recent years, there has been a renewed emphasis on measuring public program performance. Public programs are open to criticism when those in charge cannot show what has resulted from the expenditure of public resources. Measurement helps increase accountability and, thereby, trusts between public organizations and citizens. It is a key component of organizational performance. Thus, the articles in this reader reflect enduring concerns of performance measurement and management.

What would you like to know about performance management? We can help you learn more.

The competitive edge of modern-day business emerges from creation or discovery of a performance management. A system that increases efficiency, decreases cost or enhances quality confers immediate competitive advantage on its creator and sets a standard for the rest of the industry to follow. But once disseminated across the field of competition, it becomes the standard. Now a new, yet more innovative, high performance system must be discovered that once more creates competitive advantage for its inventors. Performance management competitive edge

Henry Ford used scientific management as the foundation of his engineered, moving assembly line and created the next phase in performance management a phase that has dominated most of the twentieth century. science, human relations theory, which campaigned first as the human relations movement, then in the guises of a quality of work life movement, participative management rhetoric and a variety of guerrilla thrusts under the battle cry of motivation theory. The Ford system, though, was too robust to yield to mere humanistic rhetoric. Indeed, the sheer success of Ford's personal vision of scientific management raised Western productivity to unparalleled heights and rendered America the "arsenal of democracy" in World War II. Simple management humanism could hardly compete with that. Henry Ford used scientific management

As the twentieth century eases toward closure, there are indications that new performances are growing. Somehow, they seem to cannibalize the best from old systems to weave the new. They leave behind the lock-step work flow of the engineered assembly process and abandon the narrow specialization of work that characterized it. In its place there is flexibility for the system to redesign itself around a multi skilled work force, trained and empowered to make production decisions formerly reserved solely for production engineers. This is one current variety of emerging performance system. But it is probably only one of many new kinds of performance management systems with potential to emerge in this age. Indeed, the pace of technological change may open the door to a variety of performance systems, each suited to its particular industry or market, each with its own character. Management in the twenty-first century

 

ore about performance management:

A Problem With Meaning

Three of the more dominant orientations in the productivity field

Definitions of effectiveness for performance management

 

Read all our management articles 

http://en.wikipedia.org/wiki/Performance_management

Performance managementPerformance management (PM) includes activities that ensure that goals are

consistently being met in an effective and efficient manner. Performance management

can focus on the performance of an organization, a department, employee, or even the

processes to build a product or service, as well as many other areas.

Performance management as referenced on this page is a broad term coined by

Dr. Aubrey Daniels in the late 1970s to describe a technology (i.e. science imbedded in

applications methods) for managing both behavior and results, two critical elements of

what is known as performance.[1]

Contents

[hide]

1 Application

2 Benefits

3 Organizational Development

4 See also

5 References

6 External links

7 Further reading

[edit]Application

This is used most often in the workplace, can apply wherever people interact — schools,

churches, community meetings, sports teams, health setting, governmental agencies,

and even political settings - anywhere in the world people interact with their

environments to produce desired effects. Armstrong and Baron (1998) defined it as a

“strategic and integrated approach to increasing the effectiveness of organizations by

improving the performance of the people who work in them and by developing the

capabilities of teams and individual contributors.”

It may be possible to get all employees to reconcile personal goals with organizational

goals and increase productivity and profitability of an organization using this process. It

can be applied by organisations or a single department or section inside an organisation,

as well as an individual person. The performance process is appropriately named the

self-propelled performance process (SPPP).[citation needed]

First, a commitment analysis must be done where a job mission statement is drawn up

for each job. The job mission statement is a job definition in terms of purpose,

customers, product and scope. The aim with this analysis is to determine the continuous

key objectives and performance standards for each job position.

Following the commitment analysis is the work analysis of a particular job in terms of the

reporting structure and job description. If a job description is not available, then a

systems analysis can be done to draw up a job description. The aim with this analysis is

to determine the continuous critical objectives and performance standards for each job.

[edit]Benefits

Managing employee or system performance facilitates the effective delivery of strategic

and operational goals. There is a clear and immediate correlation between using

performance management programs or software and improved business and

organizational results.

For employee performance management, using integrated software, rather than a

spreadsheet based recording system, may deliver a significant return on investment

through a range of direct and indirect sales benefits, operational efficiency benefits and

by unlocking the latent potential in every employees work day (i.e. the time they spend

not actually doing their job). Benefits may include:

Direct financial gain

Grow sales

Reduce costs in the organisation

Stop project overruns

Aligns the organization directly behind the CEO's goals

Decreases the time it takes to create strategic or operational changes by

communicating the changes through a new set of goals

Motivated workforce

Optimizes incentive plans to specific goals for over achievement, not just business as

usual

Improves employee engagement because everyone understands how they are

directly contributing to the organisations high level goals

Create transparency in achievement of goals

High confidence in bonus payment process

Professional development programs are better aligned directly to achieving business

level goals

Improved management control

Flexible, responsive to management needs

Displays data relationships

Helps audit / comply with legislative requirements

Simplifies communication of strategic goals scenario planning

Provides well documented and communicated process documentation

[edit]Organizational Development

In organizational development (OD), performance can be thought of as Actual Results vs

Desired Results. Any discrepancy, where Actual is less than Desired, could constitute

the performance improvement zone. Performance management and improvement can

be thought of as a cycle:

1. Performance planning where goals and objectives are established

2. Performance coaching where a manager intervenes to give feedback and adjust

performance

3. Performance appraisal  where individual performance is formally documented and

feedback delivered

A performance problem is any gap between Desired Results and Actual

Results. Performance improvement is any effort targeted at closing the gap between

Actual Results and Desired Results.

Other organizational development definitions are slightly different. The U.S. Office of

Personnel Management (OPM) indicates that Performance Management consists of a

system or process whereby:

1. Work is planned and expectations are set

2. Performance of work is monitored

3. Staff ability to perform is developed and enhanced

4. Performance is rated or measured and the ratings summarized

5. Top performance is rewarded[2]

[edit]See also

Aubrey Daniels

PDCA

Performance measurement

Organizational behavior management

Behavioral systems analysis

[edit]References

1. ̂  Daniels, Aubrey (4th edition, July 2004). Performance Management: Changing

Behavior that Drives Organizational Effectiveness.

2. ̂  A Handbook for Measuring Employee Performance, by the US Office of Personnel

Management

[edit]External links

This section is empty. You can help

by adding to it.

[edit]Further reading

Organizational Behavior Management Network, Dr. John Austin, Dr. Dale Brethower,

Dr. Alyce Dickinson. www.obmnetwork.com. 2009.

Performance Management: Changing Behavior That Drives Organizational

Effectiveness, 4th ed., Dr. Aubrey C. Daniels. Performance Management

Publications, 1981, 1984, 1989, 2006. ISBN 0-937100-08-0

Performance Management - Integrating Strategy Execution, Methodologies, Risk,

and Analytics. Gary Cokins, John Wiley & Sons, Inc. 2009. ISBN 978-0-470-44998-1

Journal of Organizational Behavior Management, Routledge Taylor & Francis Group.

Published quarterly. 2009.

Handbook of Organizational Performance, Thomas C. Mawhinney, William K.

Redmon & Carl Merle Johnson. Routledge. 2001.

Bringing out the Best in People, Aubrey C. Daniels. McGraw-Hill; 2nd edition. 1999.

Improving Performance: How to Manage the White Space in the Organization Chart,

Geary A. Rummler & Alan P. Brache. Jossey-Bass; 2nd edition. 1995.

Human Competence: Engineering Worthy Performance, Thomas F. Gilbert. Pfeiffer.

1996.

The Values-Based Safety Process: Improving Your Safety Culture with Behavior-

Based Safety, Terry E. McSween. John Wiley & Sons. 1995.

Performance-based Instruction: Linking Training to Business Results, Dale

Brethower & Karolyn Smalley. Pfeiffer; Har/Dis edition. 1998.

Handbook of Applied Behavior Analysis, John Austin & James E. Carr. Context

Press. 2000.

Categories: Management

http://humanresources.about.com/od/performancemanagement/a/perfmgmt.htm

Performance Management Process ChecklistStep-by-step to a Performance Management SystemBy Susan M. Heathfield, About.com GuidePerformance appraisals, performance reviews, appraisal forms, whatever you want to call them, let's call them gone. As a stand-alone, annual assault, a performance appraisal is universally disliked and avoided. After all, how many people in your organization want to hear that they were less than perfect last year? How many managers want to face the arguments and diminished morale that can result from the performance appraisal process?How many supervisors feel their time is well-spent professionally to document and provide proof to support their feedback - all year long? Plus, the most important outputs for the performance appraisal, from each person's job, may not be defined or measurable in your current work system. Make the appraisal system one step harder to manage and tie the employee's salary increase to their numeric  

f the true goal of the performance appraisal isemployee development and organizational improvement, consider moving to a performance management system. Place the focus on what you really want to create in your organization - performance management and development. As part of that system, you will want to use this checklist to guide your participation in the Performance Management and Development Process. You can also use this checklist to help you in a more traditional performance appraisal process.

In a recent Human Resources Forum poll, 16 percent of the people responding have no performance appraisal system at all. Supervisory opinions, provided once a year, are the only appraisal process for 56 percent of respondents. Another 16 percent described their appraisals as based solely on supervisor opinions, but administered more than once a year.

If you follow this checklist, I am convinced you will offer a performance management and development system that will significantly improve the appraisal process you currently manage. Staff will feel better about participating and the performance management system may even positively affect - performance.

Preparation and Planning for Performance Management

Much work is invested, on the front end, to improve a traditional employee appraisal process. In fact, managers can feel as if the new process is too time consuming. Once the foundation of developmental goals is in place, however, time to administer the system decreases. Each of these steps is taken with the participation and cooperation of the employee, for best results.

Performance Management and Development in the General Work System

Define the purpose of the job, job duties, and responsibilities. Define performance goals with measurable outcomes. Define the priority of each job responsibility and goal. Define performance standards for key components of the job. Hold interim discussions and provide feedback about employee performance,

preferably daily, summarized and discussed, at least, quarterly. (Provide positive and constructive feedback.)

Maintain a record of performance through critical incident reports. (Jot notes about contributions or problems throughout the quarter, in an employee file.)

Provide the opportunity for broader feedback. Use a 360 degree performance feedback system that incorporates feedback from the employee's peers, customers, and people who may report to him.

Develop and administer a coaching and improvement plan if the employee is not meeting expectations.

Immediate Preparation for the Performance Development Meeting

Schedule the Performance Development Planning (PDP) meeting and define pre-work with the staff member to develop the performance development plan (PDP).

The staff member reviews personal performance, documents “self-assessment” comments and gathers needed documentation, including 360 degree feedback results, when available.

The supervisor prepares for the PDP meeting by collecting data including work records, reports, and input from others familiar with the staff person’s work.

Both examine how the employee is performing against all criteria, and think about areas for potential development.

Develop a plan for the PDP meeting which includes answers to all questions on the performance development tool with examples, documentation and so on.

The PDP Checklist continues on the next page.e Reading About Performance Management

Performance Development Planning: What Is a PDP Process? Powerful Performance Management - Email Class Performance Management: Performance Development Plan Form More Reading About Performance Management

Best Performance Management Books Use Performance Management: Help People Succeed and Improve Performance Improvement Plan New posts to the Human Resources forums:

investment in training for a new employe Corrective vs. Disciplinary Action Resume Related Articles Performance Management - Checklist for the Performance Management Process

Performance Management is NOT an Annual Appraisal! Performance Management Is NOT an Annual Appraisal Quick Start Learning Guide: Performance Management and Performance

Developm... Performance Appraisals Don't Work

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The Performance Development Process (PDP) Meeting

Establish a comfortable, private setting and rapport with the staff person. Discuss and agree upon the objective of the meeting, to create a performance

development plan. The staff member discusses the achievements and progress he has accomplished

during the quarter. The staff member identifies ways in which he would like to further develop his

professional performance, including training, assignments, new challenges and so on.

The supervisor discusses performance for the quarter and suggests ways in which the staff member might further develop his performance.

Add the supervisor's thoughts to the employee's selected areas of development and improvement.

Discuss areas of agreement and disagreement, and reach consensus. Examine job responsibilities for the coming quarter and in general. Agree upon standards for performance for the key job responsibilities. Set goals  for the quarter. Discuss how the goals support the accomplishment of the organization's business

plan, the department's objectives and so on. Agree upon a measurement for each goal. Assuming performance is satisfactory, establish a development plan with the staff

person, that helps him grow professionally in ways important to him. If performance is less than satisfactory, develop a written performance

improvement plan, and schedule more frequent feedback meetings. Remind the employee of theconsequences connected with continued poor performance.

The supervisor and employee discuss employee feedback and constructive suggestions for the supervisor and the department.

Discuss anything else the supervisor or employee would like to discuss, hopefully, maintaining the positive and constructive environment established thus far, during the meeting.

Mutually sign the performance development tool to indicate the discussion has taken place.

End the meeting in a positive and supportive manner. The supervisor expresses confidence that the employee can accomplish the plan and that the supervisor is available for support and assistance.

Set a time-frame for formal follow up, generally quarterly.

Following the Performance Development Process Meeting

If a performance improvement plan was necessary, follow up at the designated times.

Follow up with performance feedback and discussions regularly throughout the quarter. (An employee should never be surprised about the content of feedback at the performance development meeting.)

The supervisor needs to keep commitments relative to the agreed upon development plan, including time needed away from the job, payment for courses, agreed upon work assignments and so on.

The supervisor needs to act upon the feedback from departmental members and let staff members know what has changed, based upon their feedback.

Forward appropriate documentation to the Human Resources office and retain a copy of the plan for easy access and referral.

Comments Welcome

What do you think? Share what you do in your organization for performance management and appraisal. Talk to the HR community in theHR Community Connection Forum.The PDP Checklist continues on the next page.

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Features of Performance Management System

Setting SMART Goals for Employees: Goal Setting Software provides

leaders, managers and employees with web-based tools to set SMART goals

and track progress on frequent intervals. Click to know more about EmpXtrack

Goal Setting Software.

Evaluate Employee Performance: Employee Appraisal Software ensures

objective and accurate evaluation of your employees performance and helps

you find the strengths and weaknesses of the employees. Click here to know

more about EmpXtrack Employee Appraisal software.

Coach and Train Employees to improve their performance: To

continually improve performance of your organization you need to

continuously training employees to update their skills and competencies.

Training Management Software allows you to manage employee training

effectively. Click here to know more about EmpXtrack Employee Training

Management Software.

Define competitive employee compensation plans: Employee

compensation plan helps you to remain competitive in your business and

attract and retain talented employee. Click to know more about EmpXtrack

Compensation Planning Software.

Promote right employees to critical positions: Organizations success by

placing right employee in right positions. EmpXtrack Succession Planning

Software helps you to identify critical positions in your organization and

recommend right employee to fill these positions. Click to know more about

EmpXtrack Succession Planning Software.

http://www.chillibreeze.com/articles_various/performance-appraisal.asp

Why Do We Need Performance Appraisals?

chillibreeze writer — Rita Nandy

Performance Appraisal is an objective system to judge the ability of an individual

employee to perform his tasks. A good performance appraisal system should focus

on the individual and his development, besides helping him to achieve the desired

performance. This means that while the results are important the organization

should also examine and prepare its human capital to achieve this result. This holds

true even for new inductees.

There is a strong linkage between induction, training and appraisal. In a large

number of firms worldwide, a new recruit is expected to discuss his schedule of work

in achieving his induction objective. This schedule of work becomes a part of his job

for the next few months.

Objectives of Appraisal

Almost all organizations practice performance appraisal in one form or another to

achieve certain objectives. These objectives may vary from organization to

organization or even within the same organization from time to time. It has been

found that there are two primary objectives behind the use of this methodology. One

is to use it as an evaluation system and second, to use it as a feedback system.

The aim of the evaluation system is to identify the performance gap. This means that

it helps determine the gap between the actual performance of the employee and

that required or desired by the organization.

The aim of the feedback system is to inform the employee about the quality of his

work or performance. This is an interactive process by which the employee can also

speak about his problems to his superior.

An effective performance appraisal system should emphasis individual objectives,

organizational objectives and also mutual objectives. From the viewpoint of

individual objective the performance appraisal should talk about

a) What task the individual is expected to do?

b) How well the individual has done the task?

c) How can his performance be further improved?

d) His reward for doing well.

From the organizational view point a performance appraisal should generate

manpower information, improve efficiency and effectiveness serve as a mechanism

of control and provide a rational compensation structure. In short the appraisal

system establishes and upholds the principle of accountability in the absence of

which organization failure is the only possible outcome.

Finally, talking about mutual goals, the emphasis is on growth and development,

harmony, effectiveness and profitability.

Methods of Performance Appraisal

In order to achieve the objectives, a variety of performance appraisal methods have

been developed. The choice of method depends on organizational ethos, its

objectives, size, product and technology.

The most traditional method is the Confidential Report method where the supervisor

makes an evaluation of his subordinate on the basis of certain characteristics like

loyalty, intelligence, conduct, character etc. In some other methods like Graphic

Rating scale and the Ranking Methods though the process is simple it is plagued with

subjectivity. In the Critical Incidents method a balance sheet of on-job-behavior for

each employee is generated which can then be used at the end of the year to see

how well the employee has performed.

In 1961 Peter Drucker popularized the Management by Objectives (MbO) method. In

this method the subordinate in consultation with the supervisor chalks out short term

objectives followed by specific actions that he has to carry out. The goals are finally

set and are action oriented. The goals set should be specific, measurable,

achievable, review able and time bound and most importantly it should be aligned

with the goal of the organization. At the end of a specified time period, the activities

are jointly reviewed by both the subordinate and his supervisor. Depending on the

performance of the subordinate, the goals are modified or redesigned for the next

period of time.

The MbO is thus a performance oriented system. A well thought out MbO system

provides multiple benefits. It establishes a link between the performance of the

individual and the organization. It is easy to implement because those who carry out

the plan also participates in setting it up. Each employee becomes aware of the task

he has to perform. This leads to better utilization of capacity and talent. It promotes

better communication and information sharing. It provides guidelines for self

evaluation as well as evaluation by the superior against set tasks and goals. It

facilitates guidance and counseling.

But most organizations engage in a retrospective performance appraisal. In this

process some objectives that were agreed upon in the beginning of the year are

dragged out and the appraisee and the manager discuss and debate about how well

each of these objectives was achieved.

This procedure has many flaws. It does not address the basic human needs in the

motivation process. Feedback should be as immediate as possible, it should focus on

actual things and the individual involved should be given the opportunity to correct

his behavior. But the traditional procedure is too late. It is difficult to remember

events a month old let alone events that had occurred over ten months ago.

Performance Management and Performance Appraisal

Many people mistake performance appraisal for performance management. Actually,

performance management is a much bigger system, and is much more valuable to

managers and companies (and employees) than performance appraisal. The

essential components or parts of an effective performance management system

include:

Performance Planning (includes employee goal setting / objective setting)

Ongoing Performance Communication

Data Gathering, Observation and Documentation

Performance Appraisal Meetings

Performance Diagnosis and Coaching

Performance Management is an ongoing process of measuring and adjusting

performance continually focusing on behaviors throughout the year. It is a

continuous process not an event. It is not the same as performance appraisal, which

is an assessment of the employee’s performance by both the employee and his

superior jointly, with the purpose of allocating a score that may be used for both

development and salary or promotion purposes.

Performance Management includes Performance Appraisal as one of its elements.

Performance Management should became part of day to day workplace behavior.

Some organizations have adopted an online Performance Management system.

Going online with performance management puts ownership of the process in the

hands of the individual as opposed to the traditional manager driven system. It

allows direct communication between the individual and the manager via online

journals at times convenient to both. It links performance with the individual’s

learning and development plans and also to the organizational goals, values and

competencies.

In fact performance appraisal is the least important component of a performance

management system. To quote Robert Bacal ‘If all you do is appraisal -- if you don't

do planning and have ongoing communication, collect data, and diagnose problems,

you are wasting your time.’ In fact it's even worse than that. If all you do is

performance appraisal, you will almost be guaranteed that morale will suffer,

performance problems will increase, and the manager's job will become much

harder.

Modern Trends

A growing number of front running organizations like Ford, Microsoft and Sun

Microsystems, have adopted a performance appraisal model in which best-to-worst

ranking methods are used to identify poor performers. The identified poor

performers are then given a time period during which they have to show an

improvement in their performance. In cases where the employee fails to improve his

performance he is asked to leave the organization gracefully and a severance

package is offered to him. If the employee refuses to leave then his service is

terminated and no compensation is offered. This system is called “rank and yank

strategy”. Advocates of this system feel that it continually motivates employees to

better their performance since nobody would like to be included in the poor

performance band. But the flip side of this strategy is that employees become too

competitive and team spirit is not nurtured.

Effective organizations are not build merely on investment and returns but more on

the quality of the workforce, its commitment to the organizational goals and

investments made to attract train and retain superior human capital. An integrated

Performance Management system is essential to get the best out of its people.

Employee performance is linked to company performance. This helps in achieving

the organizational goal and creates a performance culture in the company.

Invention, creativity, diversity of perspectives is fostered. Employees act as one

company one brand.

Chillibreeze's disclaimer: The views and opinions expressed in this article are those of the author(s) and do not reflect the views of Chillibreeze as a company. Chillibreeze has a strict anti-plagiarism policy. Please contact us to report any copyright issues related to this article.

Pre-requisites for Effective & Successful Performance Appraisal

http://appraisals.naukrihub.com/pre-requisites.html

http://appraisals.naukrihub.com/appraisal-and-change-management.htmlAppraisals Home » Pre-requisites for Effective & Successful Performance Appraisal 

The essentials of an effective performance system are as follows:

Documentation – means continuous noting and documenting the performance. It also helps the evaluators to give a proof and the basis of their ratings.

Standards / Goals – the standards set should be clear, easy to understand, achievable, motivating, time bound and measurable.

Practical and simple format - The appraisal format should be simple, clear, fair and objective. Long and complicated formats are time consuming, difficult to understand, and do not elicit much useful information.

Evaluation technique – An appropriate evaluation technique should be selected; the appraisal system should be performance based and uniform. The criteria for evaluation should be based on observable and measurable characteristics of the behavior of the employee.

Communication – Communication is an indispensable part of the Performance appraisalprocess. The desired behavior or the expected results should be communicated to the employees as well as the evaluators. Communication also plays an important role in the review or feedback meeting. Open communication system motivates the employees to actively participate in the appraisal process.

Feedback – The purpose of the feedback should be developmental rather than judgmental. To maintain its utility, timely feedback should be provided to the employees and the manner of giving feedback should be such that it should have a motivating effect on the employees’ future performance.

Personal Bias – Interpersonal relationships can influence the evaluation and the decisions in the performance appraisal process. Therefore, the evaluators should be trained to carry out the processes of appraisals without personal bias and effectively. 

Once a Year Overview

Self Appraisal

Performance Review - Preparation

Performance Review - The Meeting

How to Complete a Performance Appraisal Form

Analysis for Improving Performance

Active performance appraisal conversation

Performance appraisal feedback

Performance Consulting: Moving Beyond Training

Writing performance appraisal

Performance Appraisal Training

How to Measure Employee Performance

FAQ about Performance Appraisal

Writing Performance Appraisals

Appraisals Home » Writing Performance Appraisals

 Writing performance appraisal involves creating a document which has the summary of the every employee’s performance over a period of time and a snapshot of their observed strengths and weaknesses, and the rater’s feedback that can be used for other purposes.

Writing Performance appraisal depend significantly on the writer’s various abilities and a combination of other factors. A rater or a manager needs : An objective rating method to assess an employee’s performance, behavior, and skills and knowledge. All the relevant data related to the employee’s performance, the standards, his job description. To observe and accurately recall the employee’s behavior throughout the time period of the appraisal.

Using meaningful, unambiguous and clear language for the description in the document.

The written performance appraisal document should ideally contain 3 basic sections:

Performance elementsA performance element is a general description of an employee’s overall responsibility in a particular area of work. Performance elements are basically the job description of the employee clearly describing the roles and responsibilities expected from him.

Performance standardsPerformance standards are the expected or the desired level of the tasks to be accomplished by the employee. 

Actual performanceThis section records the data of the actual performance of the employee, his accomplishments, successes and failures, his on-the-job performance, his strengths and weaknesses.

Plans for employee developmentThe developmental requirements (the training needs) felt or found by the appraiser for the employee. 

An overall rating

An overall rating for the employee’s overall performance like satisfactory performance, unsatisfactory performance, requires improvement etc.

The common errors that creep in the writing the appraisals and should be avoided are:

Halo effect:Halo effect is the tendency of the rater to allow one aspect of a man’s character to influence his overall rating of the employee.

Central tendencyCentral tendency is the tendency of the rater to give average ratings to the employee without actually appraising or condemning them.

Recent behaviour (the pitchfork effect)As per the human nature, it is a common tendency to rate the people on the basis of

their moat recent behaviour and forgetting the events and their performance in the starting of the period.

Stereotyping an employee on the basis of the performance of his/her team is another common error.

Therefore, with proper preparation, training and effort, writing appraisals can be converted from a time consuming activity into a meaningful activity for the employee and the organization. 

Once a Year Overview

Self Appraisal

Performance Review - Preparation

Performance Review - The Meeting

How to Complete a Performance Appraisal Form

Analysis for Improving Performance

Active performance appraisal conversation

Performance appraisal feedback

Performance Consulting: Moving Beyond Training

Writing performance appraisal

Performance Appraisal Training

How to Measure Employee Performance

FAQ about Performance Appraisal

 

Personal Tech Use at Work: Better Safe Than Sorry?

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By: Aaron Weiss (2/9/2011)

Thirty years ago, most people's only exposure to new technology like desktop computers came through their workplaces. It

is said that one of the factors behind the success of Microsoft® Windows® is that, as personal computers grew more

affordable for the home, people wanted to use the same system and software they became familiar with at work. But today,

the trend has almost completely reversed.

Many new technologies enter the workplace from the consumer space, with employees buying new tech first for their own

personal use. Consider smartphones, netbooks and now tablets. Increasingly these devices are showing up in the

workplace, not because of IT purchasing, but because workers have bought them for themselves. A recent study found that

more than 58 percent of employees have used personal technology at work. Realistically, this number is only going to

move in one direction: up.

Of course, businesses have plenty to fear when employees use personal devices forwork. Sensitive data can wind up on

someone's smartphone, which can then wind up left behind at a bar. Hackers can install a keylogger onto someone's

netbook through malware that infected an unsecure machine, potentially grabbing login credentials for work resources. The

potential list of nightmare scenarios can go on and on. It is tempting for corporate IT to look for a simple solution, like

banning work use of personal technology or personal use of business-owned technology. But, in fact, any kind of one-size-

fits-all policy that draws a line in the sand between workers’ business and personal lives is both burdensome and

unenforceable. 

Already, more than half of employees use "unsupported" applications on work machines. Transforming the IT department

into a police force will ultimately overwhelm its resources. Plus, ubiquitous technology access is rapidly becoming a cultural

norm for digital natives, especially the under-30 set. Top talent will be drawn to organizations that conform to contemporary

expectations, while draconian anti-personal tech policies will repel skilled innovators. So what to do? Throwing open the

barn doors and unleashing personal tech anarchy seems not only counterproductive, but potentially dangerous.

The answer lies in controlled chaos — that is, controlling not what devices workers use, but how they use them. What that

means is that IT needs to focus on securingthe virtual entrances and exits to an organization.

For example, all intranet resources should require secure connections. Web browsing can be funneled through a secure

(HTTPS) proxy with anti-virus scanning. A properly configured perimeter firewall should monitor for suspicious (e.g.,

malware) connections to or from the intranet. VPN resources should be supplied for workers who access business

resources offsite, regardless of whose tech device they are using. This way, even if your employee is loading a company-

hosted Excel spreadsheet from an unsecure wireless hotel lobby, your company data is no more exposed than if that

employee were sitting at his or her office desk.

A rotating password policy for particularly sensitive resources might be inconvenient for workers, but it helps prevent

against attacks from keyloggers and lost devices. Workplaces that require workers to use one or more specialized

applications can consider deploying a virtualized desktop, built and deployed by IT, which will run on top of, but

independently of, whatever personal technology the employee is accessing it from.

Of course, all of these secure measures will require resources for training and education. While it may seem like a lot of

extra work — and expenditure — to secure the seams, consider the alternatives. You can burden IT with what amounts to

an endless game of whack-a-mole, enforcing impossible policies, or ignore the issue entirely, leaving your company's