Performance Appraisal Management: Presenting To: Sir Saphdar Abbas

PERFORMANCE APPRAISAL
MANAGEMENT
Presenting to:
Sir Saphdar Abbas
Presenting by:
Marina khan
Mehwish Ali Akber
Alina shah
9-3
To be successful in their jobs,

employees must stretch their
skills.
They must be forced to learn new
skills, apply their skills and
knowledge in a new way, and
master new experiences.
9-4
Comparison Between Training and Development
Training Development
Focus Current Future
Use of work Low High
experiences
Goal Preparation for current job Preparation for changes
Participation Required Voluntary

5
Employee Development
• Is a joint, on-going effort on the part of an employee and
the organization for which he or she works to upgrade
the employee's knowledge, skills, and abilities.
• Make positive contributions to organizational

performance.
Why Should Employee Skills and Abilities Be
Developed?
• A review of research literature in 2003 supported

the commonly held belief that employee
development programs make positive
contributions to organizational performance.
• A more highly skilled workforce can accomplish

more as the individuals gain in experience and
knowledge.
• In addition, retaining an employee saves the

organization a great deal of money. One method
of retention is to provide opportunities to develop
new skills
Purpose of Development
Reasons for emphasizing the growth and development of

personnel include:
• Creating a pool of readily available and adequate
replacements for personnel who may leave or move up in
the organization.
• Enhancing the company's ability to adopt and use
advances in technology because of a sufficiently
knowledgeable staff.
• Building a more efficient, effective and highly motivated
team, which enhances the company's competitive
position and improves employee morale.
• Ensuring adequate human resources for expansion into
new programs.
PDP is often represented as a cyclical process.
EMPLOYEE DEVELOPMENT
Developing an employee involves improving his or her

skills in their current job as well as developing them for
future responsibilities and new positions.
STEPS OF EDP
1. Prepare the employee
2. Provide development opportunities
3. Monitor progress
4. Create confidence
1: PREPARE EMPLOYEES
What are the skills needed to do your
job? How well do you perform them?
• What aspects of your job do you like

least/best?
• What major accomplishments have you

achieved since your last performance
appraisal?
• In what ways, can your supervisor

and/or the organization help you to do a
better job?
CONT…
• What changes would you like to see in your current job?
• What are your job goals for this next year?
• Where do you see yourself in five years?
• What have you been doing to prepare yourself to move ahead in

your career?
• What activities would help you develop yourself?

2: PROVIDE DEVELOPMENT
OPPORTUNITIES
• Training
• Peer coaching
• Job design changes
• Representing the department
• Delegate special projects
• Assist the boss
3: MONITOR PROGRESS
•Observe how the employee is doing.
• Schedule to meet at least once per quarter to discuss how things are
going.
• Ask questions, review any quantity and quality measures that are
relevant.
• Give ongoing feedback on what the individual is doing well and what
they need to be doing differently.
4: CREATE CONFIDENCE
• Always available.
• Give encouragement and support
• focus on what went right.
• take it one step at a time.
• ensure a successful outcome.

9 - 15
Assessment Tools
Myers-Briggs Type
Indicator (MBTI)
Benchmarks Assessment Center
Performance
Appraisals & 360-
Degree Feedback
9 - 16
Assessment Tools: Myers-Briggs (MBTI)

• Most popular psychological test for employee
development.
• Used for understanding such things as:
▫ Communication
▫ Motivation
▫ Teamwork
▫ Work styles
▫ Leadership
9 - 17
Assessment Tools: Assessment Center
• The assessment center is a process

in which multiple raters or evaluators
evaluate employees’ performance on a
number of exercises.
9 - 18
Assessment Tools: Benchmarks

• Benchmarks is an instrument designed to
measure important factors in being a successful
manager.
• Items measured are based on research that
examines the lessons executives learn at critical
events in their careers.
• This includes items that measure managers’ skills
in dealing with subordinates, acquiring resources,
and creating a productive work climate.
9 - 19
Assessment Tools: Performance Appraisals and 360-

Degree Feedback Systems
Peers Rating Rating Manager

Form Form
Self
Rating Rating
Customers Form Form
Subordinates
Before we ask ourselves what is performance
management, let’s define the meaning of
“performance.”
Performance is the sum of behavior plus results:
Performance = Behavior + Results
• When you are looking at performance, it is necessary to

focus on both, on behavior and on results, If you only
focus on behaviors, you won’t notice if you don’t get
desired results And if you only focus on results, you won’t
notice if your employees don’t behave ethically
PERFORMANCE MANAGEMENT
• includes activities to ensure that
goals are consistently being met in
an effective and efficient manner.
• Performance management can

focus on the performance of an
organization, a department,
employee, or even the processes to
build a product or service, as well as
many other areas.
Manage Employee Performance With The
Performance Management Cycle
COACHING
 Maximize individual strengths
 Reach full potential through continuous learning
 Achieve new skills
 Prepare themselves for new responsibilities
 Manage themselves
 Clarify and work toward performance goals
Coaches Who Make a Difference
Effective Coaches will:
Establish a trusting relationship with all employees.

 Listen more than talk.
 Speak directly.
Recognize their own limitations.
 Make an effort not to over use strengths.
 Offer chances to take risks.
 Remain curious rather than defensive.
Meet others where they are and help them move
forward.
Keep an optimistic attitude about people.
Feedback with Meaning - Positive Feedback
• Describe the behavior, such as producing a certain
quantity in a set time.
• Explain the impact of the behavior for the person, the
job, and the organization or team.
• Be clear in communicating what is effective or successful
so it will continue.
• Give recognition for positive behavior.
Feedback with Meaning - Constructive Criticism
• Be specific and focus on the behavior, not the person.
• Describe the significance of behaviors for the team or
team goals.
• Remain calm.
• Be selective in choosing only what a person can receive.
• Watch for non-verbal cues.
• Listen to the individual's perspective of the behavior
and/or situation.
• Identify the benefits of improving the behavior.
• Balance positive and negative feedback.
• Evaluation and counseling is important not only to the immediate job at
hand, but also in anticipating the needs of the organization in the future.
• Employee development and retention are critical to an organization's ability

to meet its goals and challenges and retain profitability. This discusses the
factors that affect employee development and retention: effective training
and development programs, components of effective retention and career
development, human capital development, a career development planning
model, and an employee relations program. In any modern industry,
employee development and retention are among the key factors in a
company's success. In the cable TV industry, this is even more the case,
since employees who do not progress with technology and stay with the
company to share their knowledge can have a serious impact on the
company's profitability.

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PERFORMANCE APPRAISAL

To be successful in their jobs,

Comparison Between Training and Development

Goal Preparation for current job Preparation for changes

Participation Required Voluntary

• Make positive contributions to organizational

• A review of research literature in 2003 supported

• A more highly skilled workforce can accomplish

• In addition, retaining an employee saves the

Reasons for emphasizing the growth and development of

Developing an employee involves improving his or her

• What aspects of your job do you like

• What major accomplishments have you

• In what ways, can your supervisor

• What are your job goals for this next year?

• Where do you see yourself in five years?

• What have you been doing to prepare yourself to move ahead in

• What activities would help you develop yourself?

•Observe how the employee is doing.

• Give encouragement and support

• focus on what went right.

• take it one step at a time.

• ensure a successful outcome.

Benchmarks Assessment Center

Assessment Tools: Myers-Briggs (MBTI)

Assessment Tools: Assessment Center

• The assessment center is a process

Assessment Tools: Benchmarks

Assessment Tools: Performance Appraisals and 360-

Peers Rating Rating Manager

Performance is the sum of behavior plus results:

Performance = Behavior + Results

• When you are looking at performance, it is necessary to

• Performance management can

Establish a trusting relationship with all employees.

• Employee development and retention are critical to an organization's ability

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