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Definition of a Performance Appraisal System:A performance appraisal system is an integral employee practice of the macro human resources (HR) framework of an organization. It is a formal and at times informal and documented process of the performance of workers, professionals and other staff members of an organization
All professionally managed businesses and enterprises have performance appraisal systems to measure the intrinsic worth and work performance of employees and encourage, motivate and reward them based on their performances.
Significance:It is part of HR planning process of an organization. Welldefined structures, frameworks and procedures define a workable and effective performance appraisal system. A systematic and timely use of the system reflects the commitment of business owners, enterprise top management and HR personnel toward their employees and extended workforce. Its deployment and usage involves detailed and periodic assessment and grading of an employee's overall performance, future potential, organizational commitment and the resulting promotions and rewards.
HR Department's Strategic Role in performance appraisal and reward system:HR personnel and occasionally external HR management consultants devise the structured templates i.e
employee evaluation worksheets detailed questionnaires and other performance evaluation documents.
Business unit managers, supervisors and other project leaders formally assess the employees along with the HR team. Rewards, revised compensation packages, incentives and pay raises are then given based on the recommendations and reviews of respective managers.
ORGANIZATIONAL BENEFITS:showcases the professional working standards and governance ethics of an organization. checks-andbalances system keep employees motivated. keep employees competitive and committed towords their responsibilites.
minimize wasted effort by keeping people focused on objectives and best practices.
Identify employee training needs. Form a basis for personnel decisions: salary increases, promotions, disciplinary actions, bonuses, etc. Provide the opportunity for organizational diagnosis and development. Document criteria used to allocate organizational rewards. Give employees feedback on performance. Facilitate communication between employee and employer. To improve performance through counseling, coaching and development
self appraisal
one-toone appraisal
360-degree feedback
Behaviorall y Anchored Rating Scales (BARS)
also known as multi-rater feedback, multisource feedback, or multisource assessment, is feedback that comes from all around an employee.
These are scales used to rate performance . BARS are normally presented vertically with scale points ranging from five to nine. It is an appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good, moderate, and poor performance.
A well-designed system that attracts and retains committed employees who work hard to achieve your business goals because they see the connection between their future and the future of the company. A reward system, in isolation, can serve operational needs badly. Rewards influence behaviour, attitudes, job satisfactions and performance.
Classification of reward system:Monetary Rewards: Typical rewards are money in a form of a bonus, trips paid for by the company, gifts from a rewards catalog, or services such as cell phone or paid cable.given on meeting sales goals, achieving quality, outstanding performance. Non-Monetary Rewards: non-monetary rewards are movie tickets, restaurant coupons, certificates, thanks from the bosses, flexible schedules.given for going above and beyond as a team player, perfect attendance, or learning a new skills.
Other Rewards: are a parking space, corner office space, personalized items (brief cases, day planners), shirts, jackets, and employee discounts.
Reward Management Theory: Reward management involves defining, facilitating, and encouraging performance. The positive effects a successful RM system can provide to employee performance and in turn organisational success and competitive advantage are clear.
Total Rewards System:It is concept about the financial and non-financial benefits given to employees in trade for their services to the company.
The employees will give the company their time, their abilities and efforts to support the company in return for the benefits the company provides.
Total rewards involve the combination of five essential elements needed to motivate, attract and retain employees needed to accomplish the organizations goals. They are: Employee Employee Employee Employee Employee Compensation Benefits Work-life Balance Performance and Recognition Development and Career Opportunities
Introduction to State Bank:Central Bank Nationalization in 1974 Simple Central Banking Functions Human Resource Research and development
HR Policies and Recruitment :To strategically align HR function with the vision and mission of restructured SBP- the recruitment,promotion and performance management policies have been revised and streamlined keeping in view market challenges, management focus on performance and aspirations of the employees.
The services of National Testing Services (NTS) have been procured for bulk recruitment at entry level. Global technical services were outsourced to an IT firm and various executive search firms have been engaged for recruitment of senior professionals in area of Housing and InfraStructure, Finance. Recruitment process has been significantly simplified by developing a webbased recruitment system.
Recruitment HRIS Performance and Management Compensation and benefits Employee Relations
Compensation and benefits Provided :Job Security Training in NIBAF(national institue of banking and finance) Training Abroad (15% Top) Internship Programs Promotion at SBP
MARYAM JABEEN
BE-08-18
Performance Category
A B+ B C
Quota
15% 25% 50% 10%
Rewards
STAR Form
PMF 1
By appraisee
STAR FORM
Informal Document
Appraisal Period:
Situation
Action
Result
NOTE: When you gather examples of Actions, you want to make sure that you are getting the whole story the situation in which the person acted, what he/she did, and the results of these actions. In PMS process, you gather these behavioral examples in order to justify your rating of a person and also to provide feedback to the person, whether to improve or to reinforce a particular behavior in future.
Situation
Action/ Behavior Result
APPRAISAL INTERVIEW
Informal half an hour interview which is conducted by supervisor once an year at the end of the given performance period To appreciate achievement of the appraisee, To identify the performance gaps and submits the PMF2(form filled by the appraisee about the actual accomplishments of the individual during the appraisal period) Manager gives the reasoning for the extreme ranking.
PERFORMANCE RATING
Manager is required to prevent the Recency Effect Contrast Error
Performance Rating
Goals
Ratings 4.51 to 5.00 3.51 to 4.50 2.51 to 3.50 1.51 to 2.50 0 to 1.50 Rating Description Outstanding Very Good Good Needs Improvement Unsatisfactor y Consistently outperformed agreed goals Outperformed some of the agreed goals Met all agreed goals Met some of the agreed goals Did not meet agreed goals
28
Calculation-Goals rating
W eight (%)
Key Goals 1
Rating
Weighted Rating
2.5 0.4
50 20
10 10 10 100
5
2 2 4 3
2
3 4 5
0.2 0.4
0.3 3.8
1 2 3 4
5 6
Competencies Achievement Orientation Teamwork Communication Skills Customer Service Orientation Accountability Applying Knowledge
Rating 2 5 3 2 3
5
Total Average(Total / 6)
20 30 3.33
Final Rating
REWARDS SYSTEM
Annual Merit Increases: Increments in the salary which are revised after every year to retain the highly motivated people.
Officer Grade 2 and above Performance Category A B+ B C Quota 15% 25% 50% 10% Annual Merit Increases 16 12 9 5
OTHER REWARDS
Free Medical Services for employees and employees family Fifteen Day Annual Paid Recreation holidays for the employees. Bonuses on the basis of recent performances are offered to reinforce the desirable behavior. Promotions Training Abroad Recognition Rewards
AMINA ARSHAD
BE-08-22
Level 2 Departmental commitment rewards Cash award of 5000/-Rs. Recognition certificate Department wide recognition
Level 3 Organization competence reward Cash reward of 15000/- Rs. Recognition certificate Shield Bank wide recognition Level 4 Excellence rewards Cash reward of 30,000/- Rs. Recognition certificates Shield Bank wide recognition
Open
door policy Employee Turnover Employee Turnover rates in FY10 stood at 3.27 percent, with a total of 10 early retirements and 20 resignations during the year. The resignation rate stood at 1.42 percent, decreased from last years rate of 1.66 percent of the workforce.
SWOT Analysis
STRENGTHS
Changes
in organization culture Improve the quality of HR Organizational restructuring and realignment of operational activities Raise quality of service standards General Services Department Career development opportunities competitive compensation strategy
An increase of 10 percent was allowed in the monetized salaries to all the serving employees across the board in order to compensate them for inflation. House building loan
WEAKNESSES
Biasness Wrong performance picture Misleading information Grouping Deviation from goals
OPPORTUNITIES
Introduction of automatic system Incentives on regularity, making attendance as a key measure of performance. The introduction of supervisors belonging to different departments or externals to supervise the data.
THREAT
International banks with competitive salaries are serving to be a threat for SBP administration.
RECOMMENDATIONS
The
feedback from employees about the strategies of performance appraisal and of reward system. The biasness factor should be eliminated. Inter-employee relationships should be encouraged.