Employee assessment
There are three reasons why an organization needs to take stock of its personnel constantly and to assess its performance in existing jobs:
For developing in organizational performance
Here to improve organizational performance via improving the performance of individual contributors two key questions should be posed. It should be an automatic process in the case of good managers at least yearly.
The questions to be asked here are:
What has been done to improve the performance of a person last year?
What can be done to improve his or her performance in the year to come?
For recognizing the capacity of the employee
Here it is important to identify potential, or to recognize existing capacity and to use that to fill vacancies higher in the organization or to transfer individuals into jobs where better use can be made of their abilities or developing abilities.
For getting a fair process of connecting fee
It is to provide an equitable method of linking payment to performance where there are no numerical criteria. Very often this salary performance review takes place about three months later and is kept quite separate from 1. and 2. It is based on the same measurement.
The managers and supervisors have carry out on the spot evaluations. Their roles are:
1. To assist in the setting of objective standards of evaluation or judgment like: Defining targets for achievement, explaining how to quantify and agree objectives, Introducing self-assessment and removing complication and doubling.
2. To develop systems appropriately in consultation with managers, supervisors and staff representatives.
3. To broadcast the purposes of the exercise and explaining to staff how the system will be used.
4. To inform top management of the principles and objectives of an evaluation system and designing it for particular organizations and situations.
5. To check the scheme - ensuring it does not fall into disuse, following up on training or job exchange etc. recommendations, reminding managers of their tasks.
6. To classify and to establish the necessary training of managers and supervisors who will carry out the actual evaluations or appraisals. Not only training in principles and procedures but also in the human relations skills necessary. Lack of confidence in their own ability to handle situations of poor performance is the main weak point of evaluators.
7. To secure the involvement and cooperation of appraisers and those to be evaluated.
Conclusion
Complete periodic reviews should be a standard feature of schemes since resistance to evaluation or appraisal schemes is common and the temptation to water down or render schemes ineffectual is ever present managers resent the time taken if nothing else. An evaluation or appraisal scheme is a formalization of what is done in a more casual manner anyway. If there is a opportunity, discussion about internal moves and internal attempts to put square pegs into 'squarer holes' are both the results of casual evaluation. Most managers approve merit payment and that too calls for evaluation. Made a standard routine task, it aids the development of talent, warns the inefficient or uncaring and can be a helpful outline of inspiration.
