Job Vacancy: [Job-Vacancy] Training : Make Performance Appraisal Design

HRD Forum One Day Workshop
Make Performance Appraisal Design
16 September 2009 : Rp. 1.750.000,- Salah Satu Hotel di Jakarta

OVERVIEW OF PERFORMANCE APPRAISAL DESIGN

General
ideally PA allows mgt to specify what employee must do; combines feedback and goal setting
everyone involved needs to recognize that performance appraisal involves human judgment and information processing; can never be totally objective or infallible
system should aim to be easy to operate, easy to explain, easy to maintain, easy to administer
system should be job related, relevant, sensitive, reliable, acceptable, practical, open, fair, useful
ratee should participate in the development
need to take legal issues into account

Why PA often fails
managers often resist (passively or actively)
may have limited contact with subordinate; may be poor at giving feedback
subordinates poor at receiving feedback
managers often view it as wasted paperwork, especially if nothing comes of their efforts
interfere with their "coaching" function they prefer
managers fear the emotions that can be unleashed; may fear not being able to defend ratings

To be very legally defensible a system would have these components:
employee participation in establishing perf. standards
standards based on critical elements of job; clearly recorded in writing
employee advised of critical requirements before the appraisal
system should not be based on interpersonal comparisons (eg. curve)
PA done in writing at least annually
results tied to personnel decisions
employees allowed to respond to charge orally and in writing
appraisers must be provided training
PA system evaluated and refined as necessary

Questions most asked by system designers and system users
is the system valid are the ratings reliable
are performance measures job related how are numbers going to be used
is there any pattern of dissemination how will numbers be explained to employees
does the system distinguish high from low performers
are scales well anchored what type of job analysis was conducted

Steps in a Performance Review Do Background work for the Performance Review
Clarify job description and responsiblities
Clarify employee development interests and needs
list specific development areas for concentration
Review performance objectives and performance standards
Review progress toward objectives through ongoing feedback and periodic discussions
Decide on Purpose(s) Typically the purposes include
Giving employees answers to:
      - what am I expected to do
      - how well am I doing
      - what are my strengths and weaknesses
      - how can I do a better job how can I contribute more

Other purposes include providing information about work performance judgmental-provide basis for reward allocation, promotions, transfers, layoffs; identify high potential employees developmental-foster work improvement, identify training and development opportunities, develop ways to overcome obstacles, barriers; establish supervisor employee agreement on expectations sometimes these two don't mix well translating organizational goals into individual job objectives communicating expectations regarding emp. performance providing feedback; coach on how to achieve objectives diagnosing strengths and weaknesses of employees determining a development plan for improving job perf. Define the behavioral aspects of performance and analyze performance; Identify specific problem to be solved identify specific levels of performance communicate all data to individuals about performance Gather Performance Data Develop specific, measurable, reasonable goals for each worker-make sure the worker accepts the goal Choose Performance Review Approach (eg. Tell and sell, Tell and listen, Problem-solving) Evaluate (Interpret) Performance Data Prepare for Interview Set Interview Make specific appointment (at least an hour) Private (hold telephone calls, etc.); arrange effective seating arrangement Use Characteristics of Constructive Feedback (see handout on effective feedback) Follow-up Action Plan for Future

Participants
Human resource practitioners, general HR management, All Manager and line management who will be applying the methodology to the organization/unit. People in, or preparing for, highly active and accountable leadership roles for which the use of the related tools are value-added instruments.

No Account :
BCA - KCP Ahmad Yani - Bekasi
No. Rek : 739 041 0829 a/n Bahari Antono

Venue :
salah satu hotel di Jakarta

INFORMATION & REGISTRATION
Rani & Citra
08788-1000-100
08788-1888-899
0815- 1049-0007
021-70692748

Pendaftaran Via SMS : 0815 1049 0007 ; 08788-1000-100
(Nama, Perusahaan, Perf App Dsg)

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