TRAINING & DEVELOPMENT

1. TRAINING & DEVELOPMENT PERFORMANCE APPRAISAL & TRAINING

2. INTRODUCTION • Performance appraisal is an evaluation of the performance of an employee against the job standards in terms of quantitative, qualitative and behavioural aspects at the workplace. • A successful PA process involves explaining the job, communicating expectations, observing and documenting behaviour and providing frequent informal feedback.

3. Why PA ? • It helps the supervisor and the employee to – • Understand individual strengths & weaknesses of performance • Mutually understand expectations for performance • Form a basis for personnel action • Determine training & development needs of employees

4. PERFORMANCE APPRAISAL AND TRAINING NEEDS • Review org. goals to associate preferred org. results in terms of units of performance i.e. quality, quantity, cost or timeliness. • Specify desired results for the domain, gives guidance & focus on results needed by other domains Learning goals • Prioritize the range of results needed from the employee helps the supervisor understand what training needs to be given.

5. PERFORMANCE APPRAISAL AND TRAINING NEEDS • Identify measures to evaluate if an how well the domain’s desired results were achieved. • Identify standards for evaluating how well the desired results were achieved. • Document a performance plan – desired results, measures and standards. • Conduct ongoing measurement to track the performance of the employee.

6. PERFORMANCE APPRAISAL AND TRAINING NEEDS • To provide an opportunity for the employee for introspection, Self-evaluation and goal-setting so that he remains on the path of development. • To prepare the employees for higher jobs by reinforcing development of behaviour & qualities for these higher level positions. • To generate relevant data on each employee periodically. • To enable employee to adopt the norms and values of the organization and develop commitment.

7. PERFORMANCE APPRAISAL PROCESS • Done on certain criterions or standards fixed in advance. • Employee should be aware of those yardsticks. • Steps in PA • Establishing standards • Communicating stds. to employees • Measuring actual performance. • Comparing actual with stds. • Discussing reports with employees • Taking corrective action

8. Performance Appraisal Methods • Individual Evaluation Methods • Confidential report • Essay evaluation • Critical incidents • Checklists • Graphic rating scale • Behaviorally anchored rating scale • MBO

9. Group Appraisal Ranking Paired comparison Forced distribution Performance tests Field review technique Performance Appraisal Methods

10. Performance Appraisal Methods • Confidential report • Essay evaluation • Critical incidents • Checklists • Graphic rating scale • Straight Ranking • Paired comparison • Forced distribution • Grading system • Field review technique • Nominations • Work samples Traditional methods

11. Performance Appraisal Methods Modern methods Assessment centre Human resource accounting – costs & contribution Behaviorally anchored rating scale MBO 360º performance apparaisal

12. Critical Incident method Ex: A fire, sudden breakdown, accident Workers reaction scale A informed the supervisor immediately 5 B Become anxious on loss of output 4 C tried to repair the machine 3 D Complained for poor maintenance 2 E was happy to forced test 1

13. Checklist method

14. Weighted checklist method weights performance rating (scale 1 to 5 ) Regularity 0.5 Loyalty 1.5 Willing to help 1.5 Quality of work 1.5 Relationship 2.0

15. Forced choice method • Criteria Rating • 1.Regularity on the job Most Least • Always regular • Inform in advance for delay • Never regular • Remain absent • Neither regular nor irregular

16. Graphic Rating Scale • Continuous Rating Scale • Discontinuous Rating Scale Employee name_________ Deptt_______ Rater’s name ___________ Date________ ------------------------------------------------------------------------ Exc. Good Acceptable Fair Poor 5 4 3 2 1 _ Dependability Initiative Overall output Attendance Attitude Cooperation Total score Continuous Rating Scale

17. Discontinuous Rating Scale Indifferent Enthusiastic Attitude No Interest Very enthusiastic Interested

18. BARS( behaviorally Anchored rating scale) Step 1. Identify critical incidents Step 2. Select performance dimension Step 3. Retranslate the incidents Step 4. Assign scales to incidents Step 5. Develop final instrument

19. MBO Process • Set organizational goals • Defining performance target • Performance review • feedback

20. Group Appraisal Ranking Paired comparison Forced distribution Performance tests Field review technique Performance Appraisal Methods

21. Ranking method Employee Rank A 2 B 1 C 3 D 5 E 4

22. Paired comparison method A B C D E Final Rank A - - - + + 3 B + - - + + 2 C + + - + + 1 D - - - - + 4 E - - - - - 5 No of Positive evaluation Total no. of evaluation * 100 = employee superior evaluation

23. Forced Distribution method No. of employees 40% 20% 20% 10% 10% poor Below average average good Excellent Force distribution curve

24. Field review method Performance subordinate peers superior customer Dimension Leadership ^ ^ Communication ^ ^ Interpersonal skills ^ ^ Decision making ^ ^ ^ Technical skills ^ ^ ^ Motivation ^ ^ ^

25. Performance criteria for executives • For top managers • Return on capital employed • Contribution to community development • Degree of upward communication from middle-level executives • Degree of growth and expansion of enterprise.

26. For middle level managers • Departmental performance • Coordination among employees • Degree of upward communication from supervisors • Degree of clarity about corporate goals and policies

27. For supervisors • Quality and quantity of output in a given period • Labor cost per unit of output in a given period • Material cost per unit in a given period • Rate of absenteeism and turnover of employees • No of accidents in a given period