Introduction

The meaning of the word "appraisal" is "to fix a price or value for something". This is used in finance in terms such as project appraisal or financial appraisal where a value is attached to a project. Similarly performance appraisal is a process in which one values the employee contribution and worth to the organisation. Employees across the entire organisation are appraised of their performance. This could be done annually, twice a year, periodically depending the need of the organisation A performance appraisal is a formal review of employee performance. At a performance appraisal, objectives or targets are agreed between manager and employee. At each subse uent appraisal, current and past performance is compared and targets are reviewed. !t is a prescribed system with a meeting arranged after a set period to review the targets set by the previous appraisal. This may be six"monthly or annually, depending on your organi#ation. $onetheless, the performance appraisal is not only a means to review performance standards and specific targets. !t is a means to% !dentify current job performance levels !dentify individual employee strengths and wea&nesses 'otivate and encourage the individual employee (eward employees for their contribution to organi#ational objectives !dentify training and development needs !dentify potential performance standards )lan future development of the individual *iscuss salary, promotion and training The performance appraisal interview At its simplest, the appraisal interview consists of three steps% setting targets or standards measuring performance planning the appropriate action A performance appraisal begins with an interview between manager and employee, an appraisal form is completed, and action is agreed. The action plan will specify targets to improve job performance, and indicate what is the reward for improvement. This reward may be a salary increase, job promotion, an opportunity to join a management development scheme, or to enroll in a new training program.

360 Degree Appraisal

!n +,-"degree performance reviews, many different types of people are consulted about an employee.s performance. This includes customers, suppliers, peers and direct reports. !n the case

of a manager, employees are often as&ed to give "upward feedbac&" on how well they are being managed. /hile the benefits of multiple points of view are obvious, there are also some challenges to these types of performance reviews. Employees almost never give "true" feedbac& about their managers 0out of fear that the manager finds out1 and outside contacts may be simply too busy, or un ualified to effectively rate a specific employee 0customer satisfaction surveys may be a better way to gauge this type of feedbac&1. !f +,-"degree performance reviews are performed, a 2uman (esources manager should coordinate the process, so that subordinate reviewers 0i.e., employees1 are assured that their performance reviews are &ept anonymous.

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The +,-"degree appraisal significantly differs from the traditional supervisor"subordinate performance evaluation. (ather than having a single person play judge, a +,-"degree appraisal acts more li&e a jury. The people who actually deal with the employee each day create a pool of information and perspectives on which the supervisor may act. This group of individuals is made up of both internal and external customers. 3sing +,-"degree appraisals provides a broader view of the employee.s performance. The most obvious benefit of the +,-"degree appraisal is its ability to corral a range of customer feedbac&. 4ecause each customer offers a new, uni ue view, it produces a more complete picture of an employee.s performance. 3nli&e with supervisors, employees can.t hide as easily in +,-"degree appraisals because peers &now their behaviors best and insist on giving more valid ratings. !n addition to providing broader perspectives, the +,-"degree appraisal facilitates greater employee self"development. !t enables an employee to compare his or her own perceptions with the perception of others on the employee.s s&ills, styles, and performance. $ame 5f Appraise

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Peer-to-Peer Employee Performance Evaluations

)eer"to"peer employee performance evaluations re uire employees at the same level to review each other. The thin&ing behind peer"to"peer employee performance evaluations is that nobody &nows a wor&er.s ability better than his or her co"wor&ers. /hile this can be an effective review format for some groups of wor&ers 0for example, a team of doctors wor&ing on a research project together, where specific content &nowledge is re uired1, it can also cause controversy because of the way it affects future group dynamics. /hen evaluating the use of these types of employee performance evaluations, consider the maturity level of the employees involved and the long" term effects that could result from the source of negative reviews getting bac& to the team members.

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$ame of the 5rgani#ation % $ame of Appraise % )revious Appraisal *ate% Appraisal *ate 9 Time% *esignation% 6ocation% Age%

rate your colleague *ate on the following parameters Time)lease in present position% of joining%
Appraisal :enue% Appraiser% (ating can be done on + basis i.e. ;1 /rite down E if he<she Exceeds the uality =1 /rite down A if he<she is Acceptable +1 /rite down N I if he<she Needs Improvement

 Job Performance and Knowledge

3nderstanding and acceptance of team<department goals and priorities. Ability to share in wor&load and assists others. Ability to share credit with the team<department. >nowledge and s&ills to perform team<department activities. ?uality of wor&. Ability to meet assigned tas&s<commitments. 2andling of responsibility for getting things done. Ability to see& and identify new and better ways of doing things

Interpersonal
6evel of accessibility 6evel of approachability on difficult subjects Sensitivity to others@ feelings and points of view 5utloo& on the department Ability to see& understanding before rendering judgment Ability to deal with pressure, conflict and stress positively and appropriately 6evel of ma&ing commitments willingly )articipation as part of the team<department

ommunication
/ritten and oral communication 6evel of open information sharing with the team<department Ability to communicate important information in a timely manner Ability to encourage diversity of opinions

!alues
6evel of sharing and commitment to the team@s<department@s values Trustworthiness Ability to treat other team<department members with respect (espect of other@s needs to appropriately balance wor& and family<personal responsibilities

 "upervision
Leadership Ability to provide direction through setting priorities and goals of staff

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"elf-Assessment Performance #eviews

Self"Assessment performance reviews are effective when combined with any of the other three types of performance reviews. /ith this type of review, employees are as&ed to rate themselves,

often using the same form that a manager will use to review them. Self"assessment performance reviewss help ma&e the employees an active part of the process and provide a vehicle for them to reflect on their own performance prior to the formal review. Studies have shown that employees are usually harder on themselves in self"assessment performance reviews, than their managers and generally give themselves lower ratings. 2aving employees do self assessment performance reviews prior to a manager.s review can set a positive tone for the meeting, as the manager will often have better things to say than the employee has said about him or herself.

Self Appraisal 7orm

$ame of the 5rgani#ation % $ame% )revious Appraisal *ate% *esignation%

6ocation% Age% *ate of joining% Time in present position%

Appraisal *ate 9 Time% Appraisal :enue% Rate each question below on the scale of 1-5, according to how true it is of you. ; :irtually never = + A :irtually always B

"elf Awareness
! am aware of the physical reaction 0twinges, aches, sudden Cgut reactionD changes1 that signal a

! ta&e a brea& or use another active methods of increasing that my energy level is getting low ! ta&e time every day for uiet reflection ! can usually identify the emotion ! am feeling at any given ! am clear about my own goal and values

energy when ! sense

moment

$otivation
! have several important things in my life that ! am let it show 5thers usually feel inspired and encouraged after ! try to find the positive in any given situation ! can &eep going on big projects, despite obstacles ! believe the wor& ! do day"to"day has meaning society enthusiastic about, and ! tal&ing to me

and value to

"elf onfidence
! readily admit mista&e and apologi#e ! have little trouble ta&ing prudent ris& ! ta&e initiative and move ahead on tas& that need to be done ! am generally comfortable in new situations ! express my views honestly and thoughtfully, without being pushy

"elf ontrol
! let go of problem, anger, or hurt from past and ! can these ! Copen upD with people appropriately, not too much but don@t come across as cold and distant ! refrain from ma&ing up my mind on issues and until ! have all the facts ! neither bury my anger nor let it explode on others ! am good at managing my mood, and ! seldom bring wor& move beyond enough so that ! expressing my opinion

negative emotions to

"elf ompetency
! can easily meet and initiate conversation with new people when ! have to

! have no trouble in ma&ing presentations in front of groups meetings ! can deal calmly, sensitively and proactively with the others ! am respected and li&ed by others, even when they don@t ! can effectively persuade others to adopt my point of view them

or conducting emotional display of agree with me without coercing

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*own To Top Employee )erformance Evaluations

*own"Top employee performance evaluations tend to be one of the most common and most effective method, because they involve the assessment of an employee by its subordinate. *own to top employee performance evaluations are most useful when given by an employee.s immediate subordinate " someone who wor&s with that employee everyday and &nows his or her strengths and wea&nesses. The *own"Top employee performance evaluation becomes less effective when given by a 2uman (esources manager who has only second"hand &nowledge of an employee.s performance.

Subordinate Appraisal 7orm

$ame of the 5rgani#ation % $ame of Appraise % )revious Appraisal *ate% Appraisal *ate 9 Time% *esignation%

6ocation% Age% *ate of joining% Appraiser% Time in present position% Appraisal :enue%

)lease rate your senior on the following parameters.

(ating can be done on B basis i.e. /rite down N for Never /rite down " E for "eldom /rite down " % for "ometimes /rite down & for &sually /rite down A for Always

'EA(E#")IP
(oes the mana*er+ Set an example for others to followE Ta&e ris&s and experiment where appropriateE

%#A' %$$&NI ATI%N

(oes the mana*er+ )rovide information critical to successful job performanceE )rovide constructive criticismE Fhoose the right time to deliver messagesE Sense others. moodsE

TEA$,%#- . %%#(INATI%N %/ TEA$ E//%#T"

(oes the mana*er+ Treat all group members e uallyE Encourage group problem"solvingE Share credit with all team membersE 2old effective team meetingsE

0&A'IT1
(oes the mana*er+ Set a good example by constantly trying to improveE )rovide training opportunitiesE 2ave a good sense of the Fity.s customers and their needsE

P'ANNIN2
(oes the mana*er % As& for help in planningE Set realistic, attainable objectivesE 7ollow through with plansE Felebrate accomplishmentsE

(E'E2ATI%N %/ A&T)%#IT1

(oes the mana*er+ Set realistic time table for completionE )rovide the resources, time and support to accomplish the delegationE !nvolve the employee in budget preparation, as appropriateE Fomplete his<her fair share of the wor&E

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Top-(own Employee Performance Evaluations

Top"down employee performance evaluations tend to be the most common and most effective, because they involve the assessment of an employee by a direct manager. Top"down employee performance evaluations are most useful when given by an employee.s immediate supervisor " someone who wor&s with that employee everyday and &nows his or her strengths and wea&nesses. The top"down employee performance evaluation becomes less effective when given by a 2uman (esources manager who has only second"hand &nowledge of an employee.s performance. 5ne offshoot of top"down employee performance evaluations are "matrix" employee performance evaluations, where multiple managers rate the same employee. This is a good choice when the employee wor&s for multiple managers, or engages in various fixed"time length projects

Superior Appraisal 7orm

Job Title _____________________________________________ Employee Name ______________________________ Employee ID ___________________ Supervisor Name ___________________________ Title _____________________________ Department Name ____________________________________________________________ Period Covered: from ___________ to __________ Evaluation Date ___________________ Purpose of review :_________________________ Other (Specify) _____________________

)lease rate your Subordinate on the following parameters

Rate each question below on the scale of 1-5, by putting a ; 4est = + . A B $eeds !mprovement

*epartments Fustomer Service Attendance<)unctuality Ability to get along with Fo"wor&ers Ability to get along with Folleagues on Fampus Time management )lanning, budgeting and forecasting reporting and administration communication s&ills

delegation s&ills !T<e uipment<machinery s&ills meeting deadlines<commitments creativity problem"solving and decision"ma&ing Team"wor&ing and developing others energy, determination and wor&"rate steadiness under pressure leadership and integrity adaptability, flexibility, and mobility