Performance review/appraisal vary industry to industry, organisation to organisation, service minded to manufacturing, also, people to people, manager to manager, yet, your suggestion is good try to put down self ego and other vagaries... a good review pay rich rewards..
best of luck...
From India, Arcot
175best of luck...
From India, Arcot
Dear Elan Synergita,
The opening statement of your post is Employee engagement and performance are inter-linked. In support of your statement you could have given some case example. Either you could have quoted study result of your own or study result of someone else. Your entire post is numberless. How employee engagement was measured and increase in the employee engagement, how it resulted in increased productivity/performance. Sans this information, your post has become hypothetical.
In Indian context, in many companies, people work only for money. They are not at all engaged. They just work because they are paid hefty salary. There is no mention of this factor.
Thanks,
Dinesh V Divekar
Beware of false knowledge; it is more dangerous than ignorance.
From India, Bangalore
The opening statement of your post is Employee engagement and performance are inter-linked. In support of your statement you could have given some case example. Either you could have quoted study result of your own or study result of someone else. Your entire post is numberless. How employee engagement was measured and increase in the employee engagement, how it resulted in increased productivity/performance. Sans this information, your post has become hypothetical.
In Indian context, in many companies, people work only for money. They are not at all engaged. They just work because they are paid hefty salary. There is no mention of this factor.
Thanks,
Dinesh V Divekar
Beware of false knowledge; it is more dangerous than ignorance.
From India, Bangalore
The Employee Performance is depends not only engagement it also depends on Employee Training. Training is not giving the product knowledge and soft skills, it help us motivate the employees.
From India, Hyderabad
From India, Hyderabad
Organizations would like to conduct their performance appraisals in an objective manner. But, a certain bit of subjectivity and bias do seem unavoidable when the manager rates employees on their performance. One main factor for subjectivity in rating is due to difficulty in setting-up number driven goals for all employees and tracking and measuring the same.
The most common rating errors in a performance appraisal are mentioned below:
1) Halo effect: When an employee performs well in a few areas of his work, then the general tendency of a manager is to rate him well even in un-related areas where his performance was mediocre. This is called a “Halo” effect. The opposite of Halo effect is called “Horns” effect in which a manager rates an employee poorly, when he spots a few areas where he has been not performing well. In other words, in this type or rating error, the overall rating of an employee gets influenced by good or bad performance in a few areas of his/her work.
2) Recency: Another common error in rating is the problem of recency. Though performance appraisals are done to rate an employee’s performance through-out a year (or 6 month period etc.), managers tend to remember only the past few months performance, and rate the employee’s performance based on that. So any performance highs or performance lows of an employee in the last few months, significantly influences the rating.
3) Central tendency: Central tendency is again a very common rating error. Sometimes, managers with the intention of avoiding conflict, play it safe, by rating employees in the middle of the rating scale. So it might be a “met expectation” for all performance parameters, irrespective of whether in reality they have not met it or not.
4) Leniency / Severity: Sometimes, managers tend to rate employees leniently or severely. This may be due to factors like:
Whether manager’s like an employee or not. Personal bias or preferences creep in the rating. Their general style is either lenient or strict.
They compare employee’s performance with their personal standards (instead of standards expected from the role). This is also called as “Frame of reference” error. Sometimes when employees are similar to the manager, it influences the manager’s rating which will then be lenient.
So in this case the rating is either positively or negatively skewed.
5) Contrast effect: This occurs when managers rate an employee by comparing him with other employees. So, instead of giving rating based on the standards required for the job, managers rate a person by comparing with other employees performance. In such cases, a person may be given higher ratings just because he is better than others, but he may still lag behind when compared to the standards expected.
6) Stereotyping: Stereotyping occurs when managers generalize about employee’s performance based on a group. Grouping can be age-wise, experience-wise, region-wise or university-based and so on. For instance, managers may generalize or stereotype saying that all young employees do not take ownership of their work, or that freshers hired from a particular university have great technical skills and so on. But actually, it is important that managers should consider individual differences
HR team can educate managers about these common rating errors, and ask them to be beware of them, when they do the performance rating. Managers, who are well aware about the performance rating issues, will tend to approach it more objectively and ensure that bias does not creep in their rating.
From India, Chennai
The most common rating errors in a performance appraisal are mentioned below:
1) Halo effect: When an employee performs well in a few areas of his work, then the general tendency of a manager is to rate him well even in un-related areas where his performance was mediocre. This is called a “Halo” effect. The opposite of Halo effect is called “Horns” effect in which a manager rates an employee poorly, when he spots a few areas where he has been not performing well. In other words, in this type or rating error, the overall rating of an employee gets influenced by good or bad performance in a few areas of his/her work.
2) Recency: Another common error in rating is the problem of recency. Though performance appraisals are done to rate an employee’s performance through-out a year (or 6 month period etc.), managers tend to remember only the past few months performance, and rate the employee’s performance based on that. So any performance highs or performance lows of an employee in the last few months, significantly influences the rating.
3) Central tendency: Central tendency is again a very common rating error. Sometimes, managers with the intention of avoiding conflict, play it safe, by rating employees in the middle of the rating scale. So it might be a “met expectation” for all performance parameters, irrespective of whether in reality they have not met it or not.
4) Leniency / Severity: Sometimes, managers tend to rate employees leniently or severely. This may be due to factors like:
Whether manager’s like an employee or not. Personal bias or preferences creep in the rating. Their general style is either lenient or strict.
They compare employee’s performance with their personal standards (instead of standards expected from the role). This is also called as “Frame of reference” error. Sometimes when employees are similar to the manager, it influences the manager’s rating which will then be lenient.
So in this case the rating is either positively or negatively skewed.
5) Contrast effect: This occurs when managers rate an employee by comparing him with other employees. So, instead of giving rating based on the standards required for the job, managers rate a person by comparing with other employees performance. In such cases, a person may be given higher ratings just because he is better than others, but he may still lag behind when compared to the standards expected.
6) Stereotyping: Stereotyping occurs when managers generalize about employee’s performance based on a group. Grouping can be age-wise, experience-wise, region-wise or university-based and so on. For instance, managers may generalize or stereotype saying that all young employees do not take ownership of their work, or that freshers hired from a particular university have great technical skills and so on. But actually, it is important that managers should consider individual differences
HR team can educate managers about these common rating errors, and ask them to be beware of them, when they do the performance rating. Managers, who are well aware about the performance rating issues, will tend to approach it more objectively and ensure that bias does not creep in their rating.
From India, Chennai
Dear Elan Synergita,
All the problems mentioned can be eliminated if there is sound Performance Management System (PMS). However, PMS is not just software that you use, PMS is not just HR department's baby to design the KRAs for all. PMS is far wider and comprehensive.
I provide consulting services on PMS. As a part of the consulting I design policy on PMS for the client. In the policy, I have mentioned that it is the juniors responsibility to provide the evidence of the attainment of the measures. Evidence can be in the form of soft or hard copy. Sans evidence, the biases of various kind creep in.
To institute sound PMS, it demands training all the staffs on how to implement policy on PMS. This is where many companies fail and what they get is a distorted PMS.
Thanks,
Dinesh Divekar
From India, Bangalore
All the problems mentioned can be eliminated if there is sound Performance Management System (PMS). However, PMS is not just software that you use, PMS is not just HR department's baby to design the KRAs for all. PMS is far wider and comprehensive.
I provide consulting services on PMS. As a part of the consulting I design policy on PMS for the client. In the policy, I have mentioned that it is the juniors responsibility to provide the evidence of the attainment of the measures. Evidence can be in the form of soft or hard copy. Sans evidence, the biases of various kind creep in.
To institute sound PMS, it demands training all the staffs on how to implement policy on PMS. This is where many companies fail and what they get is a distorted PMS.
Thanks,
Dinesh Divekar
From India, Bangalore
In a survey that was conducted by Deloitte, more than half the executives questioned (58%) believe that their current performance management approach drives neither employee engagement nor high performance.
Source: Harvey Business Review (HBR)
The current performance management practice of rating employees are subjective, filling up forms and meetings to agree to the ratings are time consuming, and the end results are not what is intended. It basically ends up assessing the past performance, instead of being agile and driving better performance.
Companies are trying out newer performance management practices, to engage their employees and to inculcate a high performance culture. This is a good and a much needed change.
In this Webinar, we will look at the most important modern performance management practice of continuous interaction between manager and employee to set expectations, coach and guide. Basically the focus is on agile.
Topic Content
1) Current Performance Management Process challenges – A quick recap of the performance management
2) The new performance management practices and benefits and how some of the organizations are adapting these.
Webinar will be held on 19th August 2015, 11:30am - 12:30pm IST
Register Here: https://attendee.gotowebinar.com/reg...16989268336898
From India, Chennai
Source: Harvey Business Review (HBR)
The current performance management practice of rating employees are subjective, filling up forms and meetings to agree to the ratings are time consuming, and the end results are not what is intended. It basically ends up assessing the past performance, instead of being agile and driving better performance.
Companies are trying out newer performance management practices, to engage their employees and to inculcate a high performance culture. This is a good and a much needed change.
In this Webinar, we will look at the most important modern performance management practice of continuous interaction between manager and employee to set expectations, coach and guide. Basically the focus is on agile.
Topic Content
1) Current Performance Management Process challenges – A quick recap of the performance management
2) The new performance management practices and benefits and how some of the organizations are adapting these.
Webinar will be held on 19th August 2015, 11:30am - 12:30pm IST
Register Here: https://attendee.gotowebinar.com/reg...16989268336898
From India, Chennai
In a survey that was conducted by Deloitte, more than half the executives questioned (58%) believe that their current performance management approach neither drives employee engagement nor high performance.
Source: Harvard Business Review (HBR)
The present day performance management practice of rating employees are subjective, filling up forms are time consuming, performance review meetings are challenging and the end results are not what is intended. It basically ends up assessing the past performance, instead of being forward looking, agile and driving better performance.
Join us for this free webinar, where we will look at “new and agile” performance management practices and how organizations are adopting them to inculcate a high performance culture and engage their employees.
Our featured speaker, Ms. Keree Brannen of BusinesSuites® will share about her experience in adopting the modern performance management practice of continuous feedback in her organization and how it benefits their employees.
Topic Content:
1. Current Performance Management Process challenges – A quick recap of the performance management.
2. The new performance management practices, it's benefits and how some of the organizations are adapting these.
3. Impact of Continuous feedback on employee performance.
Presenter:
Kavitha Kalyanasundaram
Specialist in HR Performance Management System
Synergita
Keynote Speaker:
Keree Brannen
People Operations Specialist
BusinesSuites®
Date: 7th Oct 2015
Time: 2:00 pm EST
From India, Chennai
Source: Harvard Business Review (HBR)
The present day performance management practice of rating employees are subjective, filling up forms are time consuming, performance review meetings are challenging and the end results are not what is intended. It basically ends up assessing the past performance, instead of being forward looking, agile and driving better performance.
Join us for this free webinar, where we will look at “new and agile” performance management practices and how organizations are adopting them to inculcate a high performance culture and engage their employees.
Our featured speaker, Ms. Keree Brannen of BusinesSuites® will share about her experience in adopting the modern performance management practice of continuous feedback in her organization and how it benefits their employees.
Topic Content:
1. Current Performance Management Process challenges – A quick recap of the performance management.
2. The new performance management practices, it's benefits and how some of the organizations are adapting these.
3. Impact of Continuous feedback on employee performance.
Presenter:
Kavitha Kalyanasundaram
Specialist in HR Performance Management System
Synergita
Keynote Speaker:
Keree Brannen
People Operations Specialist
BusinesSuites®
Date: 7th Oct 2015
Time: 2:00 pm EST
From India, Chennai
In a survey that was conducted by Deloitte, more than half the executives questioned (58%) believe that their current performance management approach neither drives employee engagement nor high performance.
Source: Harvard Business Review (HBR)
The present day performance management practice of rating employees are subjective, filling up forms are time consuming, performance review meetings are challenging and the end results are not what is intended. It basically ends up assessing the past performance, instead of being forward looking, agile and driving better performance.
Join us for this free webinar, where we will look at “new and agile” performance management practices and how organizations are adopting them to inculcate a high performance culture and engage their employees.
Our featured speaker, Ms. Keree Brannen of BusinesSuites® will share about her experience in adopting the modern performance management practice of continuous feedback in her organization and how it benefits their employees.
Topic Content:
1. Current Performance Management Process challenges – A quick recap of the performance management.
2. The new performance management practices, it's benefits and how some of the organizations are adapting these.
3. Impact of Continuous feedback on employee performance.
Presenter:
Kavitha Kalyanasundaram
Specialist in HR Performance Management System
Synergita
Keynote Speaker:
Keree Brannen
People Operations Specialist
BusinesSuites®
Date: 7th Oct 2015
Time: 2:00 pm EST
Register here: https://attendee.gotowebinar.com/register/8629406329158564353
From India, Chennai
Source: Harvard Business Review (HBR)
The present day performance management practice of rating employees are subjective, filling up forms are time consuming, performance review meetings are challenging and the end results are not what is intended. It basically ends up assessing the past performance, instead of being forward looking, agile and driving better performance.
Join us for this free webinar, where we will look at “new and agile” performance management practices and how organizations are adopting them to inculcate a high performance culture and engage their employees.
Our featured speaker, Ms. Keree Brannen of BusinesSuites® will share about her experience in adopting the modern performance management practice of continuous feedback in her organization and how it benefits their employees.
Topic Content:
1. Current Performance Management Process challenges – A quick recap of the performance management.
2. The new performance management practices, it's benefits and how some of the organizations are adapting these.
3. Impact of Continuous feedback on employee performance.
Presenter:
Kavitha Kalyanasundaram
Specialist in HR Performance Management System
Synergita
Keynote Speaker:
Keree Brannen
People Operations Specialist
BusinesSuites®
Date: 7th Oct 2015
Time: 2:00 pm EST
Register here: https://attendee.gotowebinar.com/register/8629406329158564353
From India, Chennai
Almost every second Organization is running behind changing their full performance management system, they want to give the employees clear view of their performance and results. They are abolishing Bell Curve and Forced Fit Ranking system, which is considered as one of the major Demon in the work culture. Companies are aware of this Demon now and gratefully are now working in positive direction to abolish this system.
But the matter of fact here is are the employees really benefiting from this change? Are they really seeing the Ray of Hope?
 For most of the employees will say "NO", and it is true to some level, because this system has been embedded so deeply in the nerves of the organizations that it will easily take 10-15 years to overcome from this process. As we all know overcoming from some system and adopting a totally new system itself takes considerable amount of time.
Organizations will have to work in a new environment, have to follow the concept of continuous feedback, regular check-ins, periodic reviews, one-to-one meetings, etc. Companies will have to switch to automation process as traditional manual methods will no more work in this concept.Â
Employees have lots of faith with the new system and we just hope their faith dwells forever in the new trends. May companies do justice in all the way possible.
For more info visit:Â www.synergita.com
From India, Chennai
But the matter of fact here is are the employees really benefiting from this change? Are they really seeing the Ray of Hope?
 For most of the employees will say "NO", and it is true to some level, because this system has been embedded so deeply in the nerves of the organizations that it will easily take 10-15 years to overcome from this process. As we all know overcoming from some system and adopting a totally new system itself takes considerable amount of time.
Organizations will have to work in a new environment, have to follow the concept of continuous feedback, regular check-ins, periodic reviews, one-to-one meetings, etc. Companies will have to switch to automation process as traditional manual methods will no more work in this concept.Â
Employees have lots of faith with the new system and we just hope their faith dwells forever in the new trends. May companies do justice in all the way possible.
For more info visit:Â www.synergita.com
From India, Chennai
We are bringing a Free Webinar on "Energizing Employee Performance Management: How two companies are disrupting the status quo and shifting from dread to cred!"
Date: Thursday, 15th September 2016
Time: 03:00 PM CST
Duration: 1 hour
Learn from two different companies (SAVO and Equity Residential) why they are making a change from the traditional performance management, what they have learned along the way, how they championed the necessary changes and how the process is going so far.
SAVO is a mid-sized, growth phase, cloud-based software firm in Chicago with 150 employees and Equity Residential is a publicly traded real estate investment trust based in Chicago, Illinois.
Key Takeaways:
Answers to the following questions
1. Why status quo is not working? Need to disrupt the process and try something new.
2. What are the expected roadblocks?
3. How did we get buy in?
4. How does compensation work? How is it fair?
5. How is it perceived by Employees? By Managers? By the Business?
Our Presenters:
Tracy McCarthy, SHRM SCP, SPHR, GPHR
EVP, Human Resources for SAVO Group
Christa Sorenson
EVP, Human Resources for Equity Residential
Register here soon: https://attendee.gotowebinar.com/register/2085350622292009988
From India, Chennai
Date: Thursday, 15th September 2016
Time: 03:00 PM CST
Duration: 1 hour
Learn from two different companies (SAVO and Equity Residential) why they are making a change from the traditional performance management, what they have learned along the way, how they championed the necessary changes and how the process is going so far.
SAVO is a mid-sized, growth phase, cloud-based software firm in Chicago with 150 employees and Equity Residential is a publicly traded real estate investment trust based in Chicago, Illinois.
Key Takeaways:
Answers to the following questions
1. Why status quo is not working? Need to disrupt the process and try something new.
2. What are the expected roadblocks?
3. How did we get buy in?
4. How does compensation work? How is it fair?
5. How is it perceived by Employees? By Managers? By the Business?
Our Presenters:
Tracy McCarthy, SHRM SCP, SPHR, GPHR
EVP, Human Resources for SAVO Group
Christa Sorenson
EVP, Human Resources for Equity Residential
Register here soon: https://attendee.gotowebinar.com/register/2085350622292009988
From India, Chennai
Find answers from people who have previously dealt with business and work issues similar to yours - Please Register and Log In to CiteHR and post your query.