Competencies, Skills and

Attributes in a performance
Appraisal form
By B N Nagaraj
Performance Appraisal
 The Appraisal and career Planning aims at
providing people assets to the organisation
 Helps best use of Management resources
 Provides opportunities for self development
 Helps to find out potential employees to grow in
the organisation
 Helps in identifying Training needs
 Aims of Performance Appraisal
 COMPANY NEEDS
 1. Achievement in the year against plans

 2. Personal traits and skills, strength and

weakness
 Potential for growth

 Need for training and development

Aims of Performance Appraisal
 MANAGER’S NEED
 What is expected out of his team

 Feed back of strengths and weakness

 Improve performance and effectiveness

 Training need identification

 Achievement and self development

 Potential to grow
Appraisal Process
 A good Appraisal Form is the central core of the appraisal
process
 Have to design separate Appraisal forms for different
levels.
 Should have different attributes for different levels
 Should have scope for self assessment
 Should have scope for agreement and disagreement
 Training need identification
 It should be Joint, Participative and Open
Appraisal Process
 Intended to bring Mutual Commitment
between appraiser and appraisee
 Fair and Objective
 Consistency and should not set in bias
and prejudice

Attributes for different levels
 Frame different attributes for different levels
 For easy and user friendly form divide the group
of employees to 4 groups.
 Viz :
 Top Management
 Senior Management
 Middle Management
 Executives/ Junior Ex/ management staff
Attributes for different levels
 Have not more than 7 attributes / criteria for each level
 Explain clearly each attributes in simple terms for the
assessor to understand while rating the employees
 To under stand better by the appraiser and apraisee
each attribute to be described with criteria by bullet
points what exactly it means.
 There might be same or overlapping attributes for
different levels due to nature of work
 Create separate forms for each level with attribute and
criteria under each attribute.
Attributes for “Top Management”
 First Attribute
 PLANNING & STRATEGIC THINKING
 Short term / long term planning
 Innovative approach
 Identifying new areas
Attributes for “Top Management”
 Second attribute
 CONCEPUTAL & ANALYTICL THINKING
 Statistical data
 Develop new alternative concept
 Research oriented
 Carrying Diagnosis / Solutions
Attributes for “Top Management”
 Third attribute
 SELF IMAGE & PERSONAL STYLE
 Confidence level
 Stimulating others to challenge
 Organising ability
 Task master
 Good listener
Attributes for “Top Management”
 Fourth attribute
 MAN MANAGEMENT
 Team building / Team spirit
 Concern for others
 Training and development
 Flexible management style
Attributes for “Top Management”
 Fifth attribute
 KEY RESULT AREAS
 Setting key objectives
 Prioritization
 Targets and achievements
 MIS
Attributes for “Top Management”
 Sixth Attribute
 GENERAL MANAGEMENT SKILLS
 Ability to handle crisis
 Resource management
 Communication system
 Professionalism
Attributes for “Top Management”
 Seventh Attribute
 BUSINESS DEVELOPMENT
 Entrepreneurial approach
 Cost and quality effectiveness
 Documentation / effective implementation
 Developing new ideas and process
 Brand image building
Attributes for “Senior Management”
 First attribute
 CONCEPTUAL & ANALYTICAL APPROACH
 Essential data generation
 Research Orientation
 Planning
 Developing alternate solutions
Attributes for “Senior Management”
 Second attribute
 INITIAVE AND DRIVE
 Goal setting
 Proactive behavior
 Labour & crisis management
 Utilizing opportunities
Attributes for “Senior Management”
 Third attribute
 MAN MANAGEMENT
 Responding to subordinates and boss feelings
 Providing growth opportunities
 Training, Coaching & mentoring skills
 Tolerance for mistakes & corrections
Attributes for “Senior Management”
 Fourth attribute
 KEY RESULT AREAS
 Focus on Key results
 Best use of resources
 Good rapport building
 Additional responsibility / aptitude / attitude
Attributes for “Senior Management”
 Fifth Attribute
 SKILLS AND EFFICIENCY
 Communication / multi skills
 Implementation of innovative systems
 Accept Change
 Deliver on time
Attributes for “Senior Management”
 Sixth attribute
 CHANGE ORIENTED LEADERSHIP
 Self confidence
 Inspiring others
 Setting examples
 Developing Leadership
Attributes for “Senior Management”
 Seventh attribute
 BUSINESS DEVELOPMENT
 Capacity to understand business
 Cost and quality effectiveness
 Self of belongingness
 Develop vendors / Alternative resources
Attributes for “Middle Management”
 First Attribute
 COMMUNICATIONAND INFLUENCING SKILLS
 Effective Communication skills
 Good correspondence skills
 Positive influencing skills
 Usage of electronic media
Attributes for “Middle Management”
 Second Attribute
 PROBLEM SOLVING SKILLS
 Resolving problems
 Developing alternative methods
 Developing new technical skills
Attributes for “Middle Management”
 Third Attribute
 CREATIVE AND ANALYTICAL ABILITY
 New method of working
 Logical thinking
 Innovation and delegation
 unlearning
Attributes for “Middle Management”
 Fourth Attribute
 ROLE OF A MANAGER
 Potential to take higher responsibility
 Planning, Motivating and controlling
 Authority and delegation
Attributes for “Middle Management”
 Fifth Attribute
 BASIC PEOPLE MANAGEMENT
 Achieving results through people
 Cordial relationship in the department
 Setting Performance goals
Attributes for “Middle Management”
 Sixth Attribute
 RESOURCES MANAGEMENT
 Working with available resources
 Identifying and drawing resources
 Prioritizing resources / jobs / work
Attributes for “Middle Management”
 Seventh Attribute
 TEAM BUILDING AND LEADERSHIP
 Building teams and working in teams
 Adaptability and acceptability
 Lead by examples
 Effective implementation
Attributes for “Executive /Jr Management”

 First Attribute
 JOB KNOWLEDGE & TECHNICAL SKILLS
 Understanding the job
 Problem solving
 Technical ability / profession ability
Attributes for “Executive /Jr Management”

 Second Attribute
 DEPENDABILITY
 Can be relied upon
 Does not need frequent follow up
 Attendance and high level energy
 Proactive
Attributes for “Executive /Jr Management”

 Third Attribute
 INTERPERSONAL SKILLS
 Intra and Inter departmental relationship
 Co-operation and understanding
 Tolerance / stress management
 Crisis Management
Attributes for “Executive /Jr Management”

 Fourth Attribute
 INITIATIVE AND RESOURCEFULNESS
 Ability to take new assignment
 Finding out new ways of working

Cost and Quality consciousness
Attributes for “Executive /Jr Management”

 Fifth Attribute
 COMMUNICATION SKILLS
 Ability to express and listen
 Ability handle company correspondence
 Body language
 Use of electronic medias
Attributes for “Executive /Jr Management”

 Sixth Attribute
 CREATIVE / ANALYTICAL SKILLS
 Ability to generate new ideas
 Systematic way of working / learning
 Analyze the data and work on it
Attributes for “Executive /Jr Management”

 Seventh Attribute
 TEAM WORKING AND LEADERSHIP
 Working with teams
 Task completion ability
 Leading by examples / set examples
General points to be covered
 The said attributes are only guide lines and not exhaustive.
 While designing the appraisal forms, in all Appraisal forms
other Criteria which are applicable to relevant levels may be
incorporated.
 Appraisal forms should find place for :
 Employee Strength
 Areas of improvement
 Hindrance for performance
 Assessor comments / Assessee comments
 Signature of both for having told / understood the feed back
Rating Scale
 Rating may be on any one scale
 1 to 10 scale
 A,B,C,D,E
 Separate Weight age for each attribute depending on the
level
 Example : for Managers- ability to manage, planning to
have more weight age. For lower levels ability on job
knowledge / Dependability.
Assessment
 Each Attribute to be assessed separately
 Over all rating is not just sum total of all
attributes
 An individual may be good in some attributes
and weak in others.
 While making an over all assessment consider
the required important attributes that level and
assess.
Counseling
 All good performance appraisal process ends
with good counseling.
 The employee should be told about his strengths
and areas of improvement (Feed back).
 Have to arrive at amicable consent
 Should end with WIN- WIN situation and no
heart burns
 Design separate self assessment form for each
individual for appraisal review.
Conclusion
 HR to Brief all the assessors the do’s and dont’s
before assessing a person
 Never ridicule, condemn or throw aspersions
 Assessment to be done for all the 12 months or 6
months, as the case may and not just last month
performance in mind.
 Use critical incidence diary for each person and note
down all good performance / bad performance through
out the year as and when it occurs so that it will be
easy to assess at the end of the year.
Thank you
 B N Nagaraj