Beruflich Dokumente
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Develop Performance Standards (e.g., define what is superior, acceptable, and poor job performance)
1) Ranking
1st _____ 2nd_____ 3rd _____
2) Pair Comparison
Employee-1 _____ versus Employee-2 _____
Employee-1 _____ versus Employee-3 _____ etc.
2) Graphic Rating Scale (most common) _____ _____ _____ _____ _____ Very Average Excellent Poor
_____
Halo Error
Responsibility Commitment Initiative Sensitivity
Judgment
Communication
2) Personnel Data
Absenteeism (excused versus unexcused) Tardiness Accidents (fault issue)
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Although Indian Banking has come off age in recent times, human resource management continues to remain a neglected one. The role of Human Resource Managers remain limited to fire fighting.
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Performance Appraisal System Areas like capability assessment, including capability gaps and training needs, placement of right people in the right places, career plan, employee motivation etc. are areas receiving scant or no attention.
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Performance Appraisal System Most HR Managers go through the performance appraisal in a rather mechanical way and treat them as they treat the plethora of statements that are prepared by banks for submission to various authorities.
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Presently HR Manager in banks, if there are any, are clearly not in the know-how of what all uses a performance appraisal, if done in a scientific way, can be put to.
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Performance Appraisal System Presently in most banks, employees are required to submit their performance appraisal only when a promotion process is undertaken.
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Performance Appraisal System Only a few banks have put in place mechanisms to identify key responsibility areas for the purpose of designing their performance appraisal forms.
Performance Appraisal System The aims and objectives of the organization, the contribution of individuals/the departments towards these objectives are certain key elements missing in the present day performance appraisal systems.
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Performance Appraisal System The process takes a bottom-up approach with virtually no interaction between the appraisee and the appraiser. A critical assessment of the appraisee and review of the performance over a reporting period are virtually nonexistent.
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Performance Appraisal System As a result the employees development suffers and valuable human resources wasted.
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Nowadays various tools are available for evaluating employee performance. Some organisations have even taken to 360 degree evaluation techniques.
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Performance Appraisal System Till such time managing human resources gives way to Human Resource Management in banks, performance management systems including 360 degree evaluation techniques shall remain a distant dream.
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Performance Appraisal System If only banks are to tweak the performance appraisal systems they have to make it a more meaningful one thereby contributing to the development of the individual and the organisation as a whole, they will be taking a giant step forward.
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Performance Appraisal System It is in this context that one should look at revamping the performance appraisal systems in public sector banks. As a first step of course, one should be clear as to what purposes it should serve.
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Performance Appraisal System In general a performance appraisal system should serve as a tool for workperformance judgemental and provide a basis for reward allocation (none at present in public sector banks), promotions, transfers, lay-offs etc.
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Performance Appraisal System It should help the organisations to identify high potential employees developmental, fostering work improvement, identifying training and development opportunities and develop ways to overcome obstacles and barriers.
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Performance Appraisal System It should serve as a medium for translating organisational goals into individual job objectives, communicating expectations regarding employee performance.
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THANK YOU!!