Professional Documents
Culture Documents
O Nafeesa Khalid
O Moattar Iqbal O Zainab bint-e-Irfan O Sana Zahid O Roshan Zameer
PAD ll
Evaluated the performance achievement against predetermined objectives Meant to access the competencies associated with objective realization.
PAD lll
Time Bound
Measurable
Result Oriented
Attainable
weightings based on their relative importance. O PAD meant to assess two types of competencies:
O Core Competencies O Advance Competencies
Core Competencies:
O Oral communication
O Written communication O Negotiation skills O Product knowledge & procedures O Policies
Advance Competencies:
O Customer focus, O Sales Focus, O Result Focus, O Building relationships and network, O Understanding the business, O Problem solving, O Concern for Quality, O Listening and responding,
O Demonstrating initiative,
O Team Network.
First factor
O Principle of meritocracy O Solid performers v/s not so solid
performers
Second Factor:
developmental objectives
Brainstorming Session:
O Objective performance appraisal
O Superior long-term performance O Basis for annual rewards O Potential for career growth O Assess the development needs O Greater objectivity and fairness
Continued
O Increase timely feedback
O Encourage teamwork O Increase consistency and
O Development needs
O Rewards and promotion decisions O Discriminating manner for equitable
Time consuming
O Time consuming
O Tasks that require extensive writing O Recalling of events O Burdensome because of work load O Immense pressure to achieve
performance target
Employees Feedback
O Unfair and unsatisfactory
Relative Grading:
Meisler defined relative grading as:
It is a work force management tool based on premise that in order to develop and thrive, a corporation must identify its best and worst performance, then nurture the former and rehabilitate and / or discard the letter. Its an elixir that in these slow growth times has proved irresistible to score of desperate corporate chieftains but indigestible to a good many employees.
Relative to others
distribution curve.
O GM HR SNGPL had also learned that a forced
distribution system could be used to bring consistency to the performance appraisal system.
curve of distribution and was a relative measure of performance appraisal. O In GE employees were forced to a distribution of 20-7010 model. O This model meant that 20% of the people were top performers and most productive, 70% of the workforce worked adequately but the last 10% were non performers and were fired
top performance bands, 14% in the next band, 66% in the middle and 4% for below average and the remaining 3% for unsatisfactory category O Based on experience, however, the top and bottom two levels were further refined for relative ranking as 1/2/2/1 (+/-3 SD).
distribution. O Year 1 and Year 2 were evaluated on 5/20/50/20/5 (Outstanding, Above Average, Average, Below Average and Inadequate). O In Year 3 , PSO eliminated the inadequate category based on 5/20/55/2 and an SD +/-2.
distribution bands for his company liked the way the bands had been decided by the public as well as private sector companies.
O He thought that such forced distribution could be helpful
in a public sector organization like SNGPL because it would not only measure the relative performance of the employees but also identify leaders and weak performers in the organization.
SNGPL of 5/15/75/3/2 with an SD of +/-2 but was not sure how his managers would react to it.
Moving Forward:
O SGM HR had to grapple with many issues
in reinforcing the current PAS but the most ticklish of these was the forced distribution method. O The simplification of the form was not considered by him to be too daunting a task. O He could surely make it more user friendly by seeking inputs from different managers.
objectives of the PAS could also be achieved without much difficulty. O While brooding over the many issues identified in the present PAS, SGM HR wondered how he should proceed in tackling the same. O Should he bring about different changes simultaneously or should he sequence his interventions to facilitate their implementation?
process he should pursue to finalize his recommendations before presenting them to the Company Board.