Performance Appraisals 684[1]

Performance Appraisals and PostSelection Nathan Dent Justin King

What are performance appraisals? 

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Performance appraisals are yearly or monthly evaluations given to employees. They evaluate the needs of the employee and supervisor.

Why Performance Appraisals are Important 

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Performance appraisals help managers interact with employees Employees learn what is expected from them, and also what their strengths and weaknesses are. Having no performance evaluation reduces the credibility of management.

Basics of Performance Appraisals 

http:// www.managementhelp.org/emp_perf/pe

Summary of Guidelines of Performance Appraisals 

Evaluation process should be legally valid • Comply with the 1964 Civil Rights Act 

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Evaluation should not be biased against a person because of race, color, sex, religion, or nationality.

A standard form for performance appraisals should be used. The first performance review should be scheduled six months after employee is hired, six months after that, and yearly after that. The employee should be notified of the evaluation two weeks in advance. Have the employee provide written input about their appraisal and job description. Supervisor should record his/her input in the evaluation. The goals of the evaluation should be clearly stated. The appraisal form should be updated and finalized after the appraisal is complete.

Sample Performance Appraisal Form 

http:// www.neu.edu/hrm/forms/paform.doc

Why Performance Appraisals are Bad 

http://www.work911.com/performance/

Summary of Why Performance Appraisals are Bad 

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Performance rating systems are not objective. One manager’s idea of creativity can be different from another managers. Appraisals are supposed to show employees what they need to change to be more productive. Rating systems simply apply a number on a scale of 1(unsatisfactory) to 5(satisfactory). These systems do not tell the employee specifically how they need to improve. If employees score bad on an appraisal, they are less likely to listen to their boss, and they may argue that the boss does not like them.

Post-Selection 

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Post-Selection is internally selecting an employee based on certain criteria for a particular job. Sample questions used in Post-Selection at Griffith University • http:// www.gu.edu.au/hrm/employment/content_applying.html

Summary of Post-Selection Application Criteria 

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State how considerable an applicant you are based on the selection criteria for the job. Detail skill level and abilities in areas related to the qualities needed for the job. Give a resume of previous experience and qualifications. Present three references who know your work capabilities. Give a summary of undergraduate academic record.

Training And Education 

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Training, retraining, and education determine how well a worker will adapt in a changing workplace. Having these programs give employees improvement opportunities, and job security.

Example of Training and Education Programs 

http://www.hrsdc.gc.ca/en/lp/spila/wlb/caowc/08chapter_3.shtm

Key points of sample training programs 

Training

• On-The-Job, Training Courses, and Apprenticeship Programs

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Retraining

• Deals with provisions for company payment of training programs. These include technological and organizational changes within the company, and to make an employee more flexible by broadening his/her skill level.

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Educational Leave

• Job-related educational leave, general education leave, and sabbatical leave.

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Training and Education Funding

• Agreements can contain guidelines so that employers have to pay partially or fully for employee training. • This is an advantage to employees wishing to ugrade their position, or enhance literary skills. • Having these programs will make employees more loyal to their company. • Admittance into programs based on seniority.

Employee Responsibility 

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Employees who wish to use these training programs must submit an application for admittance into the program. Managers must approve whether the training can provide increased work output from the employee. Employees who have went through training programs are subject to be moved to a different position where their training will benefit the company more. Employees must stay with the company for the equivalent of the time they spent in training.