The New Performance Appraisal

As we all know the importance and role Performance Appraisal in the organization. So here are some mordern methods of performance appraisal which makes the whole process very easy:

1. 360 degree Appraisal Method:

                360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them.

Who should conduct 360 degree performance appraisal?

• Peers
• Managers (i.e. superior).
• Subordinates.
• Team members.
• Customers.
• Suppliers/ vendors.

Anyone who comes into contact with the employee and can provide valuable insights and information.

What’s a 360 degree measure?

• 360 degree measures behaviours and competencies.
• 360 degree provides feedback on how others perceive an employee.
• 360 degree addresses skills such as listening, planning, and goal-setting.
• 360 degree focuses on subjective areas such as teamwork, character, and leadership effectiveness.

360 degree appraisal has four components: -

• Self appraisal
• Superior’s appraisal
• Subordinate’s appraisal
• Peer appraisal.

2. Performance Agreement:

Role requirements - these are set out in the form of the key result areas of the role: what the role holder is expected to achieve (outputs and outcomes).

Objectives in the form of targets and standards of performance.

Performance measures and indicators to assess the extent to which objectives and standards of performance have been achieved.

Knowledge, skill and competence - definitions of what role holders have to know and be able to do (competences) and of how they are expected to behave in particular aspects of their role ( competencies). These definitions may be generic, having been prepared for occupations or job families on an organization- or function-wide basis. Role-specific profiles should, however, be agreed, which express what individual role holders are expected to know and do.

Corporate core values or requirements - the performance agreement may also refer to the core values of the organization for quality, customer service, team working, employee development etc, which individuals are expected to uphold in carrying out their work. Certain general operational requirements may also be specified in such areas as health and safety, budgetary control, cost reduction and security.

A performance plan - a work plan that specifies what needs to be done to improve performance. A personal development plan, which specifies what individuals need to do with support from their manager to develop their knowledge and skills.

Process details - how and when performance will be reviewed and a revised performance agreement concluded.

3. Psychological Appraisals:
                  Large organization employs full-time industrial psychologists. When psychologists are used for evaluations. They assess an individual’s future potential and past performance. The appraisal normally consists of in-depth interviews, psycho1ogical tests. Discussions with supervisors and a review' of other evaluations. The psychologist then write an evaluation of the employee's intellectual, emotional, motivational and other-related characteristics that suggest individual potential and may predict future performance. The evaluation by the psychologist may be for a specific job opening for which the person is being considered. Or it may be a global assessment of his or her future potential. From these evaluations Placement and development decisions may be made to shape the person's career. Because this approach is slow and costly, it is usually required for bright young members who, others think. May have considerable potential within the organisation. Since the quality of the appraisal depends largely on the skills of the psychologists, some employees object to this type of evaluation, especially if cross-cultural differences exist.