Staffing defined, страница 8

6.  PERFORMANCE APPRAISAL

When an employee has received training and has performed in a job for a period of time, it is normal for an organization to conduct a performance appraisal.

Performance appraisal is a formal, structured system designed to measure the actual job performance of an employee compared to designated performance standards. A manager should use appraisal to accomplish certain definite objectives:

1.  Provide feedback on the success of previous training and disclose the need for additional training.

2.  Develop individual plans for improvement based on agreed-on goals, strengths, and weaknesses.

3.  Identify growth opportunities

4.  Document present job performance to provide superiors with information to make decisions on salary, promotion, demotion, transfer, and termination.

5.  Provide the opportunity for formal feedback.

Organizations normally require managers to conduct formal performance appraisal sessions annually or semiannually. If the manager has supplied ongoing feedback to the employee between formal appraisal periods, then the appraisal session should merely provide the opportunity for formal documentation, open discussions, and the development of growth plans.

Unfortunately, in many instances this is not the case. Performance appraisal can be used as the opportunity to "get" someone— hardly a constructive use. As we stated earlier, the purpose and expected result are documentation and planning.

What Are the Factors in Successful Appraisals?

The success of a performance appraisal is a function of the parties involved and the system used. Let's examine each factor.

The manager and the subordinate must be aware of the purposes behind a performance appraisal, and they must have faith in the process and the instruments or vehicles it uses. Each must take the time to prepare for the session. The manager needs to gather the results of his or her ongoing observations, specific performance records, ideas for improvement, and plans for growth and development; in addition, the manager must allow adequate time for reflection and summation. The employee has the same responsibilities.

Each party in the process must understand the appraisal system to be used and what criteria the employee is being measured against. If a manager holds all the cards or is making up the rules during the game, the employee will not receive a realistic performance appraisal: he or she will be confused, resentful, and disinclined to cooperate again.

The system must be appropriate for the job the employee is in. In some instances, a system is designed primarily for one category of personnel but is used for all employees: obviously, it will not be reflective of performance on the other jobs. In addition to being appropriate, the criteria to measure the employee should be specific. Finally, the criteria should provide for evaluating the employee against standarts, not against another employee.

Types of Appraisal Systems

Performance appraisal systems have two components: One part is the criteria against which the employee is measured (for example, quality of work, knowledge, attitude): the other is the rating scale showing what the employee can achieve or perform on each criterion (good. 5 out of 10, 100 percent, etc.). As an example, consider that some of the criteria for measuring a student's performance are tests and classroom participation. The rating scale on a test might be 100 possible points; the rating scale on participation could be eight categories, ranging from "never volunteers" to "consistently creative participation."

There are two basic types of appraisal systems that can be used. Most systems are variations of these. Let's examine each system. Subjective Performance Appraisal System, a subjective performance appraisal system Is so titled because of the subjective (personal) viewpoint from which the appraiser makes his or her observations.