Performance appraisal process in human resource

The following article shares the process of human resource management performance appraisal; First of all, what is performance appraisal? Human resource performance appraisals are a regular review of an employee’s job performance and overall contribution to a company which they making. The performance appraisal process in human resource management is very important for every organization and institution.

Performance appraisal process in human resource management

These performance reviews must be conducted impartially, consistently, and objectively to protect employee interests and operations from legal liability. One way to ensure consistency is to use standard evaluation forms for each evaluation. The forms you use should focus only on critical areas of your job performance.

Create an evaluation form

Curtailing these areas of focus will make your assessments more meaningful and relevant, allowing you and your employees to address the issues that matter most. A single review doesn’t have to cover every detail of an employee’s performance.

For most employee positions, the work performance areas that should be included in the performance evaluation form are work knowledge and skills, work quality, work quantity, work habits, and attitudes. In each area, the evaluator should have a range of descriptors to choose from (e.g. well below requirements, below requirements, meeting requirements, exceeding requirements, well-exceeding requirements).

Depending on how specific the descriptor is, it is often also important to include space in the form for the evaluator to provide a rationale for the evaluation.

Managerial performance appraisals should assess more than the key areas of job performance outlined above. You should also assess your employees’ interpersonal skills, ability to motivate and direct, general communication skills, and ability to build teams and solve problems. A separate evaluation form should be provided for managers, or a special section for managers should be added to the standard evaluation form.

Identify key performance indicators.

Reduce the time and stress of filling out evaluation forms with standard performance metrics that allow you to objectively assess your employees’ job performance. Developing these metrics is one of the most time-consuming parts of creating a performance appraisal system, but it is also one of the most powerful.

If you have up-to-date job descriptions for every position in your business, you’ve already taken the first step toward creating standard KPIs. Standard KPIs are inherently specific quantitative and qualitative goals associated with tasks stated in job descriptions. For example, when evaluating whether an employee’s skills match the requirements of the job, job descriptions alone can be used as a measurement tool for evaluation.

But standard performance measurements go one step further with job descriptions. For example, a job description for a receptionist might be to enter new and updated patient registrations into a computer. A typical performance measure for this task is to enter registrations (quantity) per day with an error rate (quality) of less than 2%.

Standard performance measures can even cover some of the more subjective areas of job performance, such as objectively observing work habits. For example, you can establish an objective measure of attendance by defining the number of times an employee can be late or absent during a given period.

Feedback

Feedback is what performance reviews are all about therefore, before implementing a performance appraisal system, make sure that everyone doing the appraisals knows what types of feedback they give, how they give it, and how they receive feedback from their employees. please.

Provide balanced feedback

Do not make the common mistake of focusing only on your employees’ strengths by covering up their weaknesses. Understanding their weaknesses allows employees to take responsibility for their actual performance and role. And with the support they need to improve in these areas, employees will be proud of their work and ready to try new things with confidence.

Make disciplinary and termination procedures

In some cases, employees continue to underperform even after a thorough performance evaluation and discussion of expected improvements. Defined written disciplinary and dismissal procedures should be in place to deal with such situations. These steps should describe actions to be taken in the event of poor performance. Verbal warning, written warning if there is no improvement or recurrence, and termination if the situation is not finally resolved.

Verbal warning

This must be done personally, clearly stating the action or reason for the disciplinary action. For example: “I saw you being rude to another staff member at the front desk. They said she was brain-dead and threw cards at her. We do not tolerate rudeness in the workplace. Also, I heard this yelling from the drawing room. If this happens again, a report will be generated and placed in a file. After the verbal warning, have the employee respond, but keep the interaction short.

Written warning

How you handle warnings plays an important role in the success of disciplinary and termination procedures. This is the time to make it clear to your employees how serious the performance problem is. Unfortunately, many practices fail to do this or terminate contracts when necessary. As soon as a written warning is treated abusively like this, it can no longer be justified. A standard written warning form should include:

  • Description of behavior or problem, including objective evidence,
  • Measurable behaviors and changes expected of employees,
  • Signature of employee and evaluator, and date of warning.
  • Support provided by employers to improve, what will happen, for example, unpaid leave or termination of contract when after one or two more occurrences, the warning is ignored,

Termination

Give your reason for dismissal, but keep it short and factual to avoid a lengthy argument that puts you in a defensive position. Validate employees as people, perhaps by actively assessing their potential in the job market. For example, an employee may have been a bad archivist for you because they did not pay attention to detail, but that employee has a friendly personality and could be a good operator. Tell employees what happens to accrued leave, sick leave, pension payments, and more. Be aware of your state’s laws regarding these matters.

Finally, ask the employee if they have any other questions and help the employee take out all their belongings and leave as gracefully as possible. If you handle the termination properly, employees are less likely to try to “retaliate” by badmouthing you in the community or seeking legal revenge.

Reference books and articles

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