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The objective of performance feedback is to analyse the performance and not the personality of
the employee. It is done to reinforce strengths and overcome weaknesses of the employee, work
on the areas of improvement and decide upon a mutually acceptable action plan.
Procedure of Appraisal Feedback:
Exploratory phase
Feedback again
1. Bank of America:
Both Appraiser and Appraisee discuss the subordinate's strengths and suggested
performance improvements. The employee signs and dates the evaluation form and may
write comments on the back. Subordinates who disagree with their evaluations may
appeal to the Personnel Relations Department .
2. Pepsico
Performance review focuses on what a manager actually did during the year to make a
big difference in the business; on whether, for example, the manager's sales target was
achieved or a successful new product commercial was developed. The emphasis is on
outcomes; on results, not personality traits, personal appearance or other subjective
factors .
Had a performance appraisal system that included annual appraisals, during which
employees documented their accomplishments, and managers assigned a numerical
overall rating ranging from 1 (lowest) to 5 (highest) that determined merit pay increases.
Surveys of employees and managers revealed extreme dissatisfaction with the system.
One major complaint was that 95% of the ratings were "3"s or "4"s (on the five-point
scale). In addition, appraisal discussions had become unpleasant situations for managers
and employees alike because the discussions focused almost entirely on the overall rating
and consequent merit increase. Xerox got this feedback in the post appraisal feedback
session and with due regards to its employees, Xerox altogether re-designed the
Appraisal system with help of employee inputs.
4. Mahindra & Mahindra Financial Services Ltd:
MMFSL has Online Post Appraisal Feedback Module to bridge the gap between the
management expectation and the challenges faced by the them through their feedback.
This feedback mechanism takes into consideration even the employee opinion about the
Appraisal system. This initiative is taken to design a foolproof appraisal system.
PERFORMANCE COUNSELLING:
This is done post performance appraisal and it is a vital part of the performance appraisal
process. The help provided by a manager to his subordinates in analyzing their performance and
other job behaviors in order to increase their job effectiveness. Performance counseling
essentially focuses on the analysis of performance on the job, and identification of training needs
for further improvement. Psychological Counselling, a form of counselling is used by the
experts to analyze the work related performance and behaviour of the employees to help them
cope with it, resolve the conflicts and tribulations and re-enforce the desired results.
• Tell & sell – Directive approach: the manager gives a very autocratic feedback to the
employee and provides him with certain directions to improve. In this case the problem
of the employee may remain unsolved and he would have to work under coercion or
threat of losing the job.
• Tell & listen- empathic approach:
The employer tells the key areas of improvement and then also listens to the employees
reasons for under performance . Accordingly new methods of work are designed
• Problem solving approach
Both employer and employee sit together to find out the key areas of improvement and
what is the exact problem for under performance. The employee does self evaluation and
identifies his own short comings. Both then decide upon improvement methods and
execute it. It is more of a team work.
2. Influencing: To discuss influence in counseling, we first need to dispel the perception that
influence is negative. The counseling process aims to evoke positive change within clients,
so they can overcome their problems and live a happier life. Without influence, there would
be no practical purpose for the counseling relationship. Counseling also involves
influencing the counselee in several ways. This influence enables the person to exercise
more autonomy(independence), positive reinforcement so that desirable behavior is further
strengthened
3. Helping: The third element in the process, i.e., helping also functions in a similar way. It
involves three different elements.
Helping behavior is based on concern and empathy that the counselor has for his
counselee.
Mutuality of relationship
Helping primarily involves identification of developmental needs of the counselee so
that he may be able to develop and increase his effectiveness.
• Hurts morale.
• Managers may suddenly find themselves caught in a situation in which they are helpless
to deal with performance problems.
Performance counseling and feedback both are critical issues and must be handled with a
human touch. Judgment skills and empathy play a major role in this activity . Finally an
employer must always remember “ Praise in public but criticize in private”. The ego or
the morale of the employee should not be hurt in an attempt to improve his performance.