PERFORMANCE APPRAISAL 2 Graphic Rating Scale Rater assesses

PERFORMANCE APPRAISAL 2

Graphic Rating Scale Rater assesses an employee on some factors Includes both numerical ranges and written descriptions Evaluators may not take into account differences in background, experience & personality of employee

Quantity of work Does not meet Minimum requirements Does just enough Satisfactory work Highly good performance Dependability Needs close supervision Sometimes prompting Requires little supervision Can be fully depended

Behaviorally Anchored Rating Scale (BARS) Assesses behaviors required to successfully perform a job Scale values appear on the left side Anchors appear on the right side, are specific written statements of actual behaviors

Sales Plan area of Sales person SCALE VALUES Excellent Good Average Poor ANCHORS Develops the sales plan and implements it fast Develops the sales plan but faces minor operational problems in action Takes help in making plan, cannot put in into action without some help Has no plan, faces problems, changes actions leading to complaints from customers

BARs developed by active participation of both manager and employee Helps in providing specific feedback Takes considerable time and sincerity

Critical Incident appraisal Evaluator keeps a written record of incidents as they take place Includes job behaviors that consists of both good and bad performances Method is time taking Concept of critical incident varies from one evaluator to another

Essay Appraisal Rater or evaluator prepares a written statement describing an employee’s strengths, weaknesses and performances Example : “Describe in your own words, the employee’s (say Mr X) performance in the past 1 year. ”

Checklist method Method of performance appraisal where rater answers with yes or no series of questions Example: -Does the employee lose temper often? Y or N -Does the employee takes initiative ? Y or N -Is the employee honest ? Y or N

Forced choice rating Rater has to rank a set of statements describing how an employee carries out the duties and responsibilities of the job

Rank between 1 to 5 (1 highest , and 5 lowest behavior) ------- is friendly and approachable in job ……………… refuses to take criticism -------thinks only in terms of money -------makes decisions fast -------- focuses on learning new things

Ranking methods When it becomes necessary to compare between 2 or more employees 1) Alternation ranking 2) Paired comparison ranking 3) Forced-Distribution

PERFORMANCE APPRAISAL INTERVIEW

Conduct the Meeting Give specific examples of strengths and areas for improvement Ask open-ended questions Be calm and objective; don’t blame or attack Focus on the performance, not the person Listen Set specific goals and timelines; action plan Close the discussion

Negative (Corrective) Feedback Behavior: state the specific behavior that is unacceptable Effect: Explain why the behavior is unacceptable Expectation: Tell the employee what you expect to happen to change the behavior Result: Let the employee know what will happen if the behavior continues or changes

Positive Feedback Behavior: What aspects of the employee’s behavior do you find valuable? Effect: What positive effect does the performance have? Thank You: Where can you find opportunities to use this expression more?

Problem in Performance appraisals Halo effect Horns effect Stereotyping Spillover effect Central tendency Personal bias