Staff appraisal

1. Performance Appraisal Ahmed Moussa 10 April 2011

2. Performance appraisal: Is a universal phenomenon in which the organization is making judgment about one is working with and about oneself. It serves as a basic element of effective work performance. Performance appraisal is essential for the effective management and evaluation of staff. It aims to improve the organizational performance as well as individual development.

3. The history of performance: Appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies. As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of the Second World War - not more than 60 years ago. Performance appraisals have been increasingly implemented by most modern organization as a tool for employee assessment.

4. Appraisal Performance Performance is an employee's accomplishment of assigned work as specified in the critical elements and as measured against standards of the employee's position. Is concerned with the process of evaluinga person’s worth to an organization with a view to increasing it.

5. Traditional Appraisal system Performance appraisal is developed as a simple method of income justification. Appraisal used to decide whether the salary of an individual was justified or not. The decrease or increase in pay depends upon employee’s performance.

6. Modern Appraisal System Performance appraisal is defined as a structured formal interaction between a subordinate and a supervisor that usually takes the form of a periodic interview, in which the work performance of the subordinate is examined and discussed with a view to identify weakness, strength and opportunities for improvement and skills development.

7. Performance Standards Are statements of the expectations or requirements established by management for a critical element at a particular rating level. A performance standard may include, but is not limited to, factors such as quality, quantity, timeliness, and manner of performance

8. Performance Plans Are the documentation of performance expectations communicated to employees from supervisors. Plans define the critical elements and the performance standards by which an employee's performance will be evaluated.

9. Performance Improvement Plans (PIP) Are developed for employees at any point in the appraisal cycle when performance becomes Level 1 (unacceptable) in one or more critical elements. This plan affords an employee the opportunity to demonstrate acceptable performance and it is developed with specific guidance provided by a servicing human resources office.

10. Performance Management Is the integrated process by which an agency involves its employees in improving organizational effectiveness in the accomplishment of agency mission and strategic goals. Performance Management consists of: Performance planning, monitoring employee performance, employee development, evaluating employee performance, and recognition.

11. Performance appraisal A system describes how agency will identify performance standards and core competencies and communicate them to employees. Periodical appraisal helps the company to compare employee’s performance and to take apt decisions for further improvement. A structured business planning depends on the performance of the employee and it will be successful only when the employees are analyzing their work performance individually. The formal performance appraisal in a company is conducted annually for all staff and each staff member is appraised by their line manager. Generally employees are appraised based on the structure of the company

12. Annual performance appraisals Annual performance appraisals evaluate the role of the employee in the organizational development and also monitoring the standard, expectations, objectives, efficiency in handling task and responsibilities in a period of time.

13. Benefits of Staff Appraisal Appraisal also helps to analyze the individual training needs of the employee and planning of future job allocation.

14. Benefits of Staff Appraisal Appraisal also helps to analyze the individual training needs of the employee and planning of future job allocation. It generally reviews each individual performance against the objectives and standard of the organization.

15. Benefits of Staff Appraisal Appraisal also helps to analyze the individual training needs of the employee and planning of future job allocation. It generally reviews each individual performance against the objectives and standard of the organization. Providing feed back about employee’s job performance and the contribution of reward for their work is very essential in the smooth functioning of an organization.

16. Benefits of Staff Appraisal Appraisal also helps to analyze the individual training needs of the employee and planning of future job allocation. It generally reviews each individual performance against the objectives and standard of the organization. Providing feed back about employee’s job performance and the contribution of reward for their work is very essential in the smooth functioning of an organization. Effective appraisal considering increase in staff productivity, knowledge and contribution. Formal management procedure used the evaluation of work performance. Effective appraisal helps the employer in providing increased productivity, knowledge and contribution from the staff.

18. Identify employee-training needs.

19. Document criteria used to allocate organizational rewards.

20. Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.

21. Provide the opportunity for organizational diagnosis and development.

23. Identify employee-training needs.

24. Document criteria used to allocate organizational rewards.

25. Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.

26. Provide the opportunity for organizational diagnosis and development.

28. Identify employee-training needs.

29. Document criteria used to allocate organizational rewards.

30. Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.

31. Provide the opportunity for organizational diagnosis and development.

33. Identify employee-training needs.

34. Document criteria used to allocate organizational rewards.

35. Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.

36. Provide the opportunity for organizational diagnosis and development.

38. Identify employee-training needs.

39. Document criteria used to allocate organizational rewards.

40. Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.

41. Provide the opportunity for organizational diagnosis and development.

43. Identify employee-training needs.

44. Document criteria used to allocate organizational rewards.

45. Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.

46. Provide the opportunity for organizational diagnosis and development.

49. Step two: Assessment

50. Step three: Reviewing documents.

51. Step four: Appropriate setting.

52. Step five: Deliver it clearly.

54. Step two: Assessment

55. Step three: Reviewing documents.

56. Step four: Appropriate setting.

57. Step five: Deliver it clearly.

60. Step two: Assessment

61. Step three: Reviewing documents.

62. Step four: Appropriate setting.

63. Step five: Deliver it clearly.

66. Step two: Assessment

67. Step three: Reviewing documents.

68. Step four: Appropriate setting.

69. Step five: Deliver it clearly.

72. Step two: Assessment

73. Step three: Reviewing documents.

74. Step four: Appropriate setting.

75. Step five: Deliver it clearly.

78. Step two: Assessment

79. Step three: Reviewing documents.

80. Step four: Appropriate setting.

81. Step five: Deliver it clearly.

84. Step two: Assessment

85. Step three: Reviewing documents.

86. Step four: Appropriate setting.

87. Step five: Deliver it clearly.

89. What is “ 360 performance appraisal “

90. Staff Appraisal Example

92. SKILLS : 30%

94. SKILLS (Y) : 30%

96. SKILLS : 30%

100. SKILLS : 30%

103. SKILLS (Y) : 30%

105. Staff Appraisal Final Parts

106. Staff Appraisal Signatures

107. Staff Appraisal distribution

108. Reference Margaret Francis, MSW, M.Phil, PGDCIM, Registered Social Worker and Counselor GSCC UK