STRATEGY TWO :

SELECT THE RIGHT RATERS

Untuk meningkatkan keakurasian
pelaksanaan Performance Ratings :
Fokus ada siapa
yang
melakukan
ratings

Dari sumber
tersebut mana
yang tingkat
akurasinya
lebih tinggi

METODE 360-DEGREE
FEEDBACK
5 (Lima) Poin dalam penilaian
karyawan :
Supervisor
Peer
Self
Customer
Subordinate

Meningkatkan pemahaman
dan self awareness
karyawan
Mendukung komunisasi
antara supervisor dan staf
Mendorong hasil dan
performance yang lebih
baik

METODE 360-DEGREE FEEDBACK

Supervis
ors as
Raters

Memahami pekerjaan dan dimensi apa saja yang perlu dinilai

Memiliki pengalaman dalam ratings karyawan
Lebih terpercaya
Cenderung terjadi Halo dan Leniency Error

Peers as
Raters

Memiliki pandangan yang terdistorsi (Berlawanan dengan pandangan

supervisor)
Hasil kurang dapat dipercaya karena penilai belum berpengalaman
Menimbulkan beban dan tekanan dalam group

Self as
Raters
Custome
r as
Raters
Subordin
ate as
Raters

Bagus untuk tujuan pengembangan diri dibandingkan untuk tujuan

administratif
Leniency Eror dan kurang dapat dipercaya

Customer lebih banyak menilai performance dari unit bisnis

dibandingkan individunya.

Individu mengetahui kelebihan dan kekurangannya sebagai pemimpin.

Sulit mendapatkan hasil yang jujur apabila identitas penilai diketahui (ratings
tinggi)
Subordinates lebih senang melakukan penilaian anonymously.

STRATEGY THREE :
UNDERSTAND WHY RATERS MAKE
MISTAKES
1

Errors in the Rating

Process

Errors in Storage
and Recall

Errors in Observation
(Attention)

Errors in the Actual

Evaluation

TRAINING RATERS TO
RATE MORE
ACCURATELY
RATER-TRAINING
PROGRAM
Rater-error Training
Performance
dimension Training
Performancestandard Training

SEVERAL WAY TO IMPROVE RATER-TRAINING

Straightforward lecturing to ratees is ineffective
Individualized or small group discussion sections
is more effective,
Poin 2, combined with extensive practice and
feedback sessions, will improve rating accuracy
Longer training program (> 2 hours)
Combined Performance-dimension and
performance standard training better than
Rater-error training
Efforts to reduce halo errors and improve

PUTTING IT ALL TOGETHER : THE

PERFORMANCE EVALUATION
PROCESS
Establish the performance appraisal dimensions
1

& scales associated with each dimension

Involve employees in every stage of developing

performance dimensions & building scales to measure

Make sure raters are trained in use of the appraisal system

Make sure raters are motivated to rate accurately

Raters should maintain a diary of employee performance

Raters should attempt a performance diagnosis to determine

performance problems

TIPS ON
APPRAISIN
G
EMPLOYEE
PERFORMA
NCE

EQUAL EMPLOYMENT OPPORTUNITY (EEO) &

PERFORMANCE EVALUATION

Provide specific written instructions on how to complete appraisal

Incorporate clear criteria for evaluating performance Performance dimensions should be written, objective, and clear

Provide a rational foundation for personnel decisions via

adequately developed job descriptions

Require supervisors to provide feedback about appraisal results to

employees

Incorporate a review of performance ratings by higher level

supervisors

Consistent treatment across raters, regardless of race, color,

religion, sex, and national origin should be evident