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  • Rating Less Appraisals

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    hrhrh
    3K vizualizări14 pagini
    Assessing the performance of an individual through ratings is considered anti with the HRD philosophy. If these numbers are not there, reward administration becomes difficult, perceptions of subjectivity increases and appraisals may not be valued much by employees. When the organization is in the process of becoming hierarchy - less organization, qualitative assessments may come into play.

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    Assessing the performance of an individual through ratings is considered anti with the HRD philosophy. If these numbers are not there, reward administration becomes difficult, perceptions of subjectivity increases and appraisals may not be valued much by employees. When the organization is in the process of becoming hierarchy - less organization, qualitative assessments may come into play.

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    Attribution Non-Commercial (BY-NC)
    Descărcați ca PPT, PDF, TXT sau citiți online pe Scribd
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    3K vizualizări14 pagini

    Rating Less Appraisals

    Încărcat de

    hrhrh
    Assessing the performance of an individual through ratings is considered anti with the HRD philosophy. If these numbers are not there, reward administration becomes difficult, perceptions of subjectivity increases and appraisals may not be valued much by employees. When the organization is in the process of becoming hierarchy - less organization, qualitative assessments may come into play.

    Drepturi de autor:

    Attribution Non-Commercial (BY-NC)
    Descărcați ca PPT, PDF, TXT sau citiți online pe Scribd
    Indicator pentru conținut neadecvat
    din 14

    RATING LESS APPRAISAL

    INTRODUCTION
    • In this qualitative assessment, more
    attention should be paid to everything that is
    written in the appraisal by the appraisers for
    any other decisions
    • While assessing the performance of an
    individual through ratings, we reduce the
    person and his entire year’s work into a few
    numbers.
    • Reducing the human being to a mere
    statistic and using these statistics to
    take decisions is considered anti with
    the HRD philosophy.

    But if these numbers are not there,


    reward administration becomes difficult,
    perceptions of subjectivity increases
    and appraisals may not be valued much
    by employees.
    RATING LESS APPRAISAL
    CYCLE
    Phase I : Planning

    A motivated engaged and high


    performing workforce that
    Supports the organization’s Phase II : Check-in
    Phase III : Assessment Work.
    PHASE 1: PLANNING
    Months 1-2

    Managers and employees meet to:


    1. Review expected outcomes.
    2. Set performance objectives.
    3. Set development goals.
    4. Establish resources needed to meet
    objectives and goals.
    5. Identify supports and barriers in achieving
    goals.
    PHASE 2 : CHECK-IN
    Months 3-9

    Managers and employees meet to:


    1. Discuss results to date.
    2. Review and refine the objectives.
    3. Remove barriers to goal achievement

    Months 10-11
    Managers and employees separately prepare for
    assessment discussions.
    PHASE 3 : ASSESSMENT
    Months 11-12

    Managers and employees meet to:


    1. Discuss past year’s performance
    2. Set groundwork for next year’s cycle
    - Identify potential objectives
    - Suggest development opportunities
    CONDITIONS FOR MAKING
    APPRAISAL RATINGLESS
    • Performance rewarding is not by central team but
    is decentralized.
    • Focus is on team appraisals
    • Individuals work with commitment and devotion
    irrespective of rewards.
    • Everyone gets same rewards.
    • Performance appraisals are not the only means of
    recognizing employee contributions
    Cont.
    • When the organization is in the process of
    becoming hierarchy – less organization
    • In this case qualitative assessments may
    come into play.
    Characteristics of rating less
    performance appraisal
    • No rating and no forced distribution
    • Periodic (quarterly) reviews and feedback from
    the supervisors
    • Input from diverse sources (360 degree
    feedback)
    • An evaluation process to ensure that the system
    is working as intended (managers are given
    meaningful feedback and annual performance
    reviews), evaluation methods include employee
    opinion surveys, work group discussions of the
    process and reviews of appraisal content.
    Goals for performance review
    process
    • Facilitate performance feedback (reduce defensiveness
    often tied to assigning numerical values to performance
    dimensions)
    • Increase constructive discussion during performance
    feedback.
    • Encourage employee development (link the appraisal to
    training needed to improve on the current job and
    development for future needs of the department and
    institution and the subordinate’s career objectives)
    • Improve quality of performance evaluations and
    feedback.
    • Ensure fairness (avoid unfair discrimination and
    recognize value of diversity).
    Cont…
    • Recognize individual accomplishments
    and contributions to group efforts.
    • Establish a clear and direct link to
    compensation treatment and other
    personnel decisions (eg. Promotion,
    transfer, managing marginal performers,
    restructuring).
    ADVANTAGES
    • It encourages supervisors to provide more
    constructive feedback in a non-threatening
    way.
    • Employees feel threatened by the rating
    systems but rating less appraisals provide
    the opportunity to employees to improve
    their work and behavior without facing any
    pressure.
    THANK YOU

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