Performance Appraisal Goals Examples 9108

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I. Contents of getting performance appraisal goals examples ================== Employee performance appraisals include details about how an employee conducted his job during the review period and how he can improve performance in the future. These evaluations are often linked to pay-raise decisions and may affect eligibility for promotions. To properly appraise employee performance, managers need to establish clear goals for their employees and hold them able for achieving those goals. Depending on the type of employee, these goals can take different forms. Non-Exempt Employees Many non-exempt employees work in the category of transactional tasks. They perform repeated iterations of a specific task, such as answering technical calls or processing loan applications. They have limited ability to make decisions about the tools and processes they use. For these employees, goals should be tied directly to the metrics established to track business performance in their operational area. For example, technical agents would be responsible for managing their call times, ensuring that customer issues are resolved and adhering to company policies. These behaviors can be measured for an individual and compared to goals and peer performance. Thus, one goal for a technical- agent might be to "achieve customer problem resolution on the initial at least 80 percent of the time." You might also establish a goal such as "maintain average call time on a monthly basis of 7.5 minutes or less." And, finally, to ensure employees are not

going outside company policies to satisfy customers or keep calls short, use a goal like "maintain quality monitoring scores at or above 90 percent monthly." Exempt Individual Contributors Exempt employees who operate as independent contributors rather than managers have different work requirements and different objectives than non-exempt employees and management staff. These individuals may manage projects, analyze business data or create technical documents. Their work is less readily measured using conventional operations metrics, and their success relies more on effective teamwork, organization skill and project management ability. For a project manager, create a goal like "meet agreed-upon project milestones at least 85 percent of the time." Another goal for such an individual could be "achieve ratings of Satisfactory or higher from project stakeholders at least 90 percent of the time." To incorporate the financial aspect of a project manager's role, which is usually a key outcome for a business, include a goal such as "meet departmental net benefit goals at least 95 percent of the time for implemented projects." While project managers do not always have control over the financial aspects of the processes they work on, they should be held responsible for making the decision to cancel a project that is not in the company's best interest. Managers Managers with direct reports are able not only for the work they do but also for the performance of their teams. They also have responsibility for specific management tasks, such as supervising employees, handling conflicts and coordinating resource allocation. Managers typically have the authority to change processes and influence or change policies to accommodate changing business needs and customer requirements. Therefore, their goals need to reflect expectations regarding overall business performance in their area as well as the development of their staff. In setting goals for a manager, consider that you are essentially setting goals for the business area the individual runs. For example, give the manager of a technical group a goal such as "achieve customer satisfaction scores department-wide of 90 percent or above." To accommodate the employee development component, use an objective like "create and maintain succession plans for at least 80 percent of critical employee positions" or "achieve promotion rate in the top quartile of all managers." ==================

III. Performance appraisal methods

1. Essay Method In this method the rater writes down the employee description in detail within a number of broad categories like, overall impression of performance, promoteability of employee, existing capabilities and qualifications of performing jobs, strengths and weaknesses and training needs of the employee. Advantage – It is extremely useful in filing information gaps about the employees that often occur in a better-structured checklist. Disadvantages – It its highly dependent upon the writing skills of rater and most of them are not good writers. They may get confused success depends on the memory power of raters.

2. Behaviorally Anchored Rating Scales statements of effective and ineffective behaviors determine the points. They are said to be behaviorally anchored. The rater is supposed to say, which behavior describes the employee performance. Advantages – helps overcome rating errors. Disadvantages – Suffers from distortions inherent in most rating techniques.

3. Rating Scale Rating scales consists of several numerical scales representing job related performance criterions such as dependability, initiative, output, attendance, attitude etc. Each scales ranges from excellent to poor. The total numerical scores are computed and final conclusions are derived. Advantages – Adaptability, easy to use, low cost, every type of job can be evaluated, large number of employees covered, no formal training required. Disadvantages – Rater’s biases

4. Checklist method Under this method, checklist of statements of traits of employee in the form of Yes or No based questions is prepared. Here the rater only does the reporting or checking and HR department does the actual evaluation. Advantages – economy, ease of istration, limited training required, standardization. Disadvantages – Raters biases, use of improper weighs by HR, does not allow rater to give relative ratings

5.Ranking Method The ranking system requires the rater to rank his subordinates on overall performance. This consists in simply putting a man in a rank order. Under this method, the ranking of an employee in a work group is done against that of another employee. The relative position of each employee is tested in of his numerical rank. It may also be done by ranking a person on his job performance against another member of the competitive group. Advantages of Ranking Method Employees are ranked according to their performance levels. It is easier to rank the best and the worst employee. Limitations of Ranking Method The “whole man” is compared with another “whole man” in this method. In practice, it is very difficult to compare individuals possessing various individual

traits. This method speaks only of the position where an employee stands in his group. It does not test anything about how much better or how much worse an employee is when compared to another employee. When a large number of employees are working, ranking of individuals become a difficult issue. There is no systematic procedure for ranking individuals in the organization. The ranking system does not eliminate the possibility of snap judgements.

6. Critical Incidents Method The approach is focused on certain critical behaviors of employee that makes all the difference in the performance. Supervisors as and when they occur record such incidents. Advantages – Evaluations are based on actual job behaviors, ratings are ed by descriptions, is easy, reduces recency biases, chances of subordinate improvement are high. Disadvantages – Negative incidents can be prioritized, forgetting incidents, overly close supervision; may be too much and may appear to be punishment.

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