Performance Appraisal 2010

Traditionally, performance appraisal was just limited to two main persons involved in the
feedback process - namely the supervisor and the employee. The top-down approach,
the usual performance appraisal jamboree in corporates, is conducted where the
supervisor and the employee discuss one-to-one on broad swathe of issues pertaining
to the latter's performance out comes. This traditional approach, involving supervisor
and employee, is riddled with the problems of subjectivity, biases and halo effect. The
traditional top-down approach predicated on single source of feedback (ie., supervisor)
suffers on account of limited knowledge and inaccurate view of the not-so-competent
supervisor. Many a time, supervisors also try to avert being on collision course with the
sub-ordinates and may obscure the picture by giving inputs that may be entirely untrue.
Since supervisors are far removed from the flow of work, they may find it tough to give
feed back hinged on actual observation. Even if the supervisor intends to give a positive
criticism he may still hold himself in the tracks for want of actual incident to buttress his
opinion.

Half the time an individual do no get a real picture and gain an actual glimpse into the
kind of person one is. An employee's ability to identify core strengths and quelling
weaknesses gets irredeemably impaired. The information asymmetry about our
competencies, skills and performance related outcomes strait jackets the development,
stultifies the growth and limits the perspectives. The Question that begs an answer is: is
there a way forward? Is there a feed back approach where the inputs about an
individuals performance can be sourced from multiple – levels? Will it be possible for
the individual to get feed back about his/her managerial and behavioral dimension from
multiple sources? The answer to all these questions are deafeningly loud and crystal
clear - 360-degree feedback holds the key. In today's competitive environment,
gathering information from all directions to assess one's standing has become an urgent
imperative and compelling necessity. In addition to this, the corporate culture is on the
cusp of profound evolution. There is an increased thrust on teamwork and delivering a
world-class customer service. Employees development needs has become the byword
among businesses. In a highly commoditised job market, companies are using every
thing at the command to attract and retain the best talent. Businesses are helping
employees to replenish their skills to stay relevant in the evolving times. Companies are
looking to ways and means to optimize and measure employees and companies
performance. The trajectory of these developments has shifted the focus from single –
source feed back system to multiple – source feed back system.

Performance appraisal, by providing a dynamic link to employee recruitment,

selection, training and development, career planning, compensation and benefits, safety
and health and industrial relations, is a vital tool for strategy execution. It signals to
managers and employees what is really important; it fixes accountability for behaviour
and results; and it helps to improve performance.

This project will explain the knowledge about the performance appraisal. It can be used
as a means of assessing potential for promotion, assisting people to perform better and
indicating future training needs.

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This project will help in studying the purpose of performance appraisal. Performance
appraisal is a management program, not just an HR department responsibility. It can
help in development of scientific basis for reward allocation, wage fixation, incentives. It
serves as a mechanism for communication between superiors and subordinates.

• This project will help in knowing the problems and hurdles faced by ineffective
performance appraisal.
• This research work comprise of both primary as well as secondary data.Objective
of the Study:
• This project aims at studying the system of performance appraisal and its
effectiveness in an organization. Performance appraisal is the most significant
and indispensable tool for the management as it provide useful information for
decision making in area of promotion and compensation reviews.

Thus a broad objective of the study includes:

• To know the present system of performance appraisal

• To know the extent of effectiveness of the appraisal system
• To identify and know the area for improvement system

Conclusion:

• The promotions rule though defined need to be communicated to every

employee before appraisal process is done and also justify the promotion as a
result of the appraisal. That the promotion policy followed differs at different
position and category. Uniformity has to be there in the implementation of
promotion policy at all levels.
• The process of performance appraisal followed in Dabur India Ltd. at the
supervisory and above level IS to say not well but of satisfactory level. The
employees do not rate it very good.
• The appraisal outcome has to be used frequently for the purpose of reward on
performing well together with the feedback on the performance. Also when
performance goes down employee has to be given feedback and motivated to do
better.
• The organization at present doesn't lie career planning and career suggestion
plans.
In Dabur India Ltd. feedback is being provided to the employee though on a few
occasion.
Performance appraisal in Dabur India Ltd is done on an annual basis.
• More emphasis on training and job rotation as remedial measures.
• The mechanism of counseling pre-performance and post performance is not in
practice at the organization in strict term. During the course of study suggestion
came from the employee side for the need of counseling.

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Suggestions:

• Training the Appraiser: It is proposed that appraiser be trained for clear

understanding of the system and its objective and also counseled to be honest,
fair, just, unbiased in appraising the appraisal.
• Factors/traits of evaluation: It is proposed that appraisal evaluated on above
factors/traits be given suitable remark or justification for being given different
quantitative grade.
• Greater clarity has to be has to there in terms of job responsibility. This is
possible when the appraisal is done on the basis of the description.
• In the organization, performance appraisal is done on an annual basis which
should be done Quarterly to make it more effective.
• Consistency is demanded in the promotional policy. It should not change every
year.
• Monetary difference between two grades should not be large; it should be
motivating in nature.
• Performance appraisal system should be made more transparent and rationale.
• Performance feedback: The performance feedback sessions should be improved
which would results in increasing employee motivation to improve performance.
The following could be incorporated.
• Pin point the problem behaviors and make sure the employee is aware of it.
• Make sure the employee understands the consequences of the problem
behaviors. Get employee's commitment to change and make sure he cares about
the change.
• Assistance should be provided to improve poor performance. Make a realistic
plan appropriate to the behavior and set a time frame for improvement.
• To make sure to review performance time to time.
• The other change which has to be incorporated at the supervisor and the level
above are:
These should be listing down of task undertaken during the last one year and the
result achieved.
• In some areas of performance there should be self appraisal and more and more
counseling so that employee improves upon weak area and understands what is
expected of him/her at the organization level.
• Based on the above an open appraisal system is suggested.

What is 360 degree feed back?

360-degree feedback has taken on the "buzz" status not only in corporate America but
also in India. 360 degree feed back is being touted as a major organization change and
leadership developmental tools in recent past. This sudden flurry of interest in 360-
degree approach can be ascribed to the current thinking among the corporate honchos
that this feedback provides a more conducive environment for continuous learning and
the inputs for employees to enhance their performance.

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According to a leading HR consultant, 40% of the American Companies used 360
degree feed back in 1995. This percentage is likely to surge to 65% in 2000. American
society for training and development reviewed the training practices of more than 750
firms. Out of 750 firms, 55 firms relied heavily on 360 degree feed back for individual
development plans and annual performance review. A recent study done in 2006
suggests that an over whelming 90% of fortune 500 companies have Joined the "360
degree feed back" bandwagon.

Though 360 degree is hailed as the greatest leadership development tools by western
countries, it is yet to make much headway in India. Indian corporates are tad bit slow off
the block to embrace 360-degree appraisal system. The reasons are not far to seek.
Indian business houses are markedly reluctant to embrace the system for fear of
tinkering with traditional hierarchical structures. Nevertheless, top-notch companies like
wipro, Infosys, Maruti are few of them who have gone 360 degree way and made
success of it. 360 Performance is an extremely formalized process, where an individual
or leaner or subject receives feedback from multiple individuals (also known as raters).
The feedback provided by the multiple individuals fall in the remit of competencies,
behavior and performance out comes. The raters, among others include individual boss,
direct reports, colleagues, internal and external customers and suppliers. The subject
will also carry out a self-assessment, which will be included in the appraisal.

The rationale behind involving multiple individuals in the appraisal process

360 degree offers an unprecedented opportunity to the employees than the traditional
top- down approach could ever offer, providing as it does, the feed back from the broad
Swathe of people. The purpose of having multiple individuals in the appraisal process
differ. Notwithstanding all the negatives associated with supervisor feed back,
supervisor is well – poised to conduct a very comprehensive performance appraisal of
the subject or an individual. Supervisor has a better understanding of the work
requirements of the individual. He can also take a call on matters relating to any
changes to be effected in the job requirements. Supervisor can also re-schedule and re-
allocate the individuals work as the situation warrants. On the flip side, excessive
reliance on supervisors feed back is not advisable. Besides supervisor should be able to
measure all the critical incident involved in employees job performance so as to make
an dispassionate assessment. Supervisors need to be sensitized as to how to conduct
this 3600 degree process. Many a time the performance appraisal system fall by the
way side as the supervisor have no clue what so ever to conduct the appraisals.

Secondly with traditional hierarchies giving way to flat and lean one, as well as the
increased use of teams in the organizations, peer valuation has come to stay. Peers
can provide a distinctive take on co-workers good performance or the lack of it for the
reason that the behavior of co-workers will have a immediate bearing on the work
environment. Besides employees may be amenable to idea of appraising each others
performance.

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In this day and age, where the self - directed teams are gaining currency in the
organizations, the role of peer appraisal has become the core of formal appraisal
system. This is not to say that the peer appraisal is not with out its share of pitfalls. In a
competitive milieu, peer ratings can raise tension levels and cause a bad blood
amongst employees. Co-operation and mutual support will become a catastrophe. Any
attempt to tie peer appraisal to pay or promotional decision can have disastrous
consequences for the company.

Thirdly sub-ordinates have a distinct perspective to offer in this appraisal exercise. A

sub ordinate feedback can help the supervisor gain insights into employee needs and
concerns A sub-ordinate feed back will also go a long way in assessing the supervisors
interpersonal skills. Sub-ordinate feedback is not free from negatives. In the event of
any sub-ordinate providing feedback about the superior, the whole exercise should be
shrouded in anonymity. Fearing with-hunt and backlash sub-ordinates may prefer the
line of least resistance and will give a dishonest feedback. If there are less than 5 sub-
ordinates in the rating pool, supervisor can really track the sub-ordinates down and go
on the witch – hunting. The concept of sub-ordinates actually evaluating the
performance is too frightening a concept for the supervisor. Supervisors may perceive it
as an attempt to severely undermine their authority. The very fact that the sub-ordinates
will be chipping away at their "authoritative silos" is bit tough to chew for the
supervisors.

Fourthly Customers will be happy to find their voice resonating in the appraisal process.
The customer feed back can supplement the feedback provided by other constituents.
On the flip side, customer feed back should be taken into consideration to evaluate
group or organizational performance. The feedback should not be considered for
evaluating individual performance outcomes. They have a limited understanding of the
work processes and a policy frame works which places immense constraints on the
employees. Customers, at best are well poised to evaluate the quality of products or
services.

Advantages of 360 degree feed back

360 degree feed back if, implemented properly will bestow many benefits up on the
organization.

• Feed back that emanates from various source, leaves little room for any
discrimination or bias. In appraisal exercises. any discriminative slant of the
supervisor can be nullified if the multi – source feedback shows that the
supervisor input is not in conjunction with that of co-workers and customers and
other constituents
• Feedback originating from multi sources can give a glimpse in to individuals
performance improvement needs.
• Enhanced cohesion in the team, better communication and improved productivity
levels are the positive fall out of implementing 360 degree feedback

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• Front line employees can hone their customer skills to near perfection owing to
the feedback of the customers. This may enhance the customer service levels.
• Subordinates, derive enormous sense of importance and empowerment when
asked to provide feedback about their superiors
• Decisions making percolates down to the lowest and lowest echelons of an
organization, making it truly participative
• Fosters a very open culture where giving and receiving feedback is common
place
• 360 degree helps the organization to zero in on and leverage the overall
strengths.
• Increased focus on internal customer satisfaction
• Brings in more objectivity to the appraisal process and complements the
traditional appraisal system
• 360 feedback is an effective tool for identifying development needs

360 degree can work wonders if it is properly implemented in organizations. For 360
degrees to work the organization climate should be supportive. In a wrong environment
if 360 degree is implemented without providing training to the raters to enable them
handle the process effectively, it can have a deleterious effect on the well-being of the
organization. If 360 degree is tied to the strategic initiatives of the organization, it may
have a winning process on their hands.

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