Hi,
Iam in the midst of implementing Performance Review in my organisation. I had initially formulated 2 sections one is Assignments Undertaken and completed, and the other section is Attributes which would include points like commitment, inter-personal skills, Risk taking etc.
Now Iam very much confused about weightages. Plz let me know the
1. role of weightages
2. who would assign them
3. on what basis it would be assigned
4. are there 2 types of weightages for assignments and attributes.
Can anybody suggest how it is basically followed in IT companies. Or refer any articles of website.
Regards,
Soumya Shankar
From India, Bangalore
16Iam in the midst of implementing Performance Review in my organisation. I had initially formulated 2 sections one is Assignments Undertaken and completed, and the other section is Attributes which would include points like commitment, inter-personal skills, Risk taking etc.
Now Iam very much confused about weightages. Plz let me know the
1. role of weightages
2. who would assign them
3. on what basis it would be assigned
4. are there 2 types of weightages for assignments and attributes.
Can anybody suggest how it is basically followed in IT companies. Or refer any articles of website.
Regards,
Soumya Shankar
From India, Bangalore
Hi
Good to see that you are taking initiate to implement weighted Appraisals.
These weights are generally given for skill sets defined for the specific job.
These can be given at each stage of appraisal. Weights need to be allocated to each job with respect to the Key responsible areas.
These weights can be given by line manager for work oriented aspects, HR manager regarding soft skills.
Once appraisal is done and weights are allocated average can be calculated and HR can use its analytical skills and arrive at conclusions.
Regards
RAM
From India, Hyderabad
Good to see that you are taking initiate to implement weighted Appraisals.
These weights are generally given for skill sets defined for the specific job.
These can be given at each stage of appraisal. Weights need to be allocated to each job with respect to the Key responsible areas.
These weights can be given by line manager for work oriented aspects, HR manager regarding soft skills.
Once appraisal is done and weights are allocated average can be calculated and HR can use its analytical skills and arrive at conclusions.
Regards
RAM
From India, Hyderabad
WEIGHTAGES IN PERFORMANCE REVIEW.
1. The role of the weightages is to stress the importance
of the elements in assessing the total.
If there are 4 elements in the total review, then all the
four elements may not have the same importance.
ELEMENTS WEIGHTS WEIGHTS ratings
EQUAL UNEQUAL out of 10
A 25 15 7
B 25 40 8
C 25 20 5
D 25 25 6
If you multiply the weights x ratings, it will give you
a proper perspective / relevant assessment of the person
performance.
========================================
The weights are normally given by the line managers,
to whom the person reports to.
=======================================
The weights are set by the line manager according to
the need of the time period and the employees are
informed before hand.
FOR EXAMPLE, THE SALES MANAGER MIGHT PUT MORE
EMPHASIS ON " PROSPECTING" FOR NEW ACCOUNTS
IN THE FIRST SIX MONTHS OF THE YEAR.
HENCE PROSPECTING GAINS MORE IMPORTANCE / WEIGHTAGE.
IN THE SECOND HALF, THE SALES MANAGER MAY STRESS
ON SALES VALUE. HENCE SALES VALUE GETS MORE
WEIGHTAGE.
========================================
ASSIGNMENTS CARRY PERFORMANCE CRITERIA.
ATTRIBUTES CARRY VALUE ELEMENTS FOR EACH ATTRIBUTES.
REGARDS
LEO LINGHAM
From India, Mumbai
1. The role of the weightages is to stress the importance
of the elements in assessing the total.
If there are 4 elements in the total review, then all the
four elements may not have the same importance.
ELEMENTS WEIGHTS WEIGHTS ratings
EQUAL UNEQUAL out of 10
A 25 15 7
B 25 40 8
C 25 20 5
D 25 25 6
If you multiply the weights x ratings, it will give you
a proper perspective / relevant assessment of the person
performance.
========================================
The weights are normally given by the line managers,
to whom the person reports to.
=======================================
The weights are set by the line manager according to
the need of the time period and the employees are
informed before hand.
FOR EXAMPLE, THE SALES MANAGER MIGHT PUT MORE
EMPHASIS ON " PROSPECTING" FOR NEW ACCOUNTS
IN THE FIRST SIX MONTHS OF THE YEAR.
HENCE PROSPECTING GAINS MORE IMPORTANCE / WEIGHTAGE.
IN THE SECOND HALF, THE SALES MANAGER MAY STRESS
ON SALES VALUE. HENCE SALES VALUE GETS MORE
WEIGHTAGE.
========================================
ASSIGNMENTS CARRY PERFORMANCE CRITERIA.
ATTRIBUTES CARRY VALUE ELEMENTS FOR EACH ATTRIBUTES.
REGARDS
LEO LINGHAM
From India, Mumbai
Hi,
Thanks for the reply
Plz see my understanding below and let me know if iam right
First of all, the line manager fixes the weightages for the attributes.
Secondly, in the review form he scores against each attribute. For eg, for a developer if Quality is weighted as 4 against 5, and he scores 6 upon 10 then we would calculate it as 4*6 which would be 24 out of 50.
a. What would happen to the self-review scores. Out of the scores given by the line manager and employee which would be more important?
b. On what basis do we fix grades to the employees? i mean a person achieving a 80% and above would fall in Grade A and for those employee the incentives would be Rs.______/- Is this right or there is any other way of ascertaining the Grades. [the grading is for the software developers]
c. What is the normal incentive pattern for software developers? is it fixed on the company revenues? How do we ascertain the percentages for each grade?
I would be grateful if anybody to clear my doubts
Regards,
Soumya Shankar
From India, Bangalore
Thanks for the reply
Plz see my understanding below and let me know if iam right
First of all, the line manager fixes the weightages for the attributes.
Secondly, in the review form he scores against each attribute. For eg, for a developer if Quality is weighted as 4 against 5, and he scores 6 upon 10 then we would calculate it as 4*6 which would be 24 out of 50.
a. What would happen to the self-review scores. Out of the scores given by the line manager and employee which would be more important?
b. On what basis do we fix grades to the employees? i mean a person achieving a 80% and above would fall in Grade A and for those employee the incentives would be Rs.______/- Is this right or there is any other way of ascertaining the Grades. [the grading is for the software developers]
c. What is the normal incentive pattern for software developers? is it fixed on the company revenues? How do we ascertain the percentages for each grade?
I would be grateful if anybody to clear my doubts
Regards,
Soumya Shankar
From India, Bangalore
MY APOLOGY FOR THE DELAY.
DUE TO OVERSIGHT, I MISSED YOUR QUESTION.
------------------------------------------------------------------------------------
EXAMPLE
A B C D
attributes weight rating out of 10 TOTAL
X 5 8 40
Y 3 6 18
Z 2 7 14
-------------------------------------------------
10 72
TOTAL ATTRIBUTES 10X10=100 ACHIEVED = 72
The weights must add up to 10 or 100 etc.
------------------------------------------------------------------------
the manager / the employee will use the same weights,
which will be developed by manager/ HR manager after
discussion.
--------------------------------------------------------------------
The ratings will be carried out by manager / employee
separately.
Then the manager / employee will sit together discuss
their ratings and come to an common understandings.
--------------------------------------------------------------------------
GRADING COULD BE
+90% and above excellent 90% incentive
[80---89] very good 85%
[70---79] good 75%
[50---69] fair 60%
below 50 poor nil
The incentive package is always based on sales / gross margin
what is the company's net income.
regards
LEO LINGHAM
From India, Mumbai
DUE TO OVERSIGHT, I MISSED YOUR QUESTION.
------------------------------------------------------------------------------------
EXAMPLE
A B C D
attributes weight rating out of 10 TOTAL
X 5 8 40
Y 3 6 18
Z 2 7 14
-------------------------------------------------
10 72
TOTAL ATTRIBUTES 10X10=100 ACHIEVED = 72
The weights must add up to 10 or 100 etc.
------------------------------------------------------------------------
the manager / the employee will use the same weights,
which will be developed by manager/ HR manager after
discussion.
--------------------------------------------------------------------
The ratings will be carried out by manager / employee
separately.
Then the manager / employee will sit together discuss
their ratings and come to an common understandings.
--------------------------------------------------------------------------
GRADING COULD BE
+90% and above excellent 90% incentive
[80---89] very good 85%
[70---79] good 75%
[50---69] fair 60%
below 50 poor nil
The incentive package is always based on sales / gross margin
what is the company's net income.
regards
LEO LINGHAM
From India, Mumbai
Hi!
The development and/ or construction of weights, rating guides/ systems, and table of equivalents are very complex matters.
Weights must be determined by the Immediate Superior or Manager who are familiar with the importance of the work factors identitifed within the department or the organization as a whole. Its gross universe must not exceed 100%, otherwise you will encounter problems in setting up your overall rating guide.
The rating guide must reflect a realistic range of the point scores adopted. A pre-test must be implemented. Otherwise you can arrive at a questionable system.
The normal tool for rewards distribution being adopted by organizations worldwide is the normal distribution curve. Adopting a straight percentage method linked immediately to the performance rating can overshoot the budget authorized by top management for a particular appraisal period.
Best wishes.
Ed Llarena, Jr.
Managing Partner
Emilla Consulting
From Philippines, Parañaque
The development and/ or construction of weights, rating guides/ systems, and table of equivalents are very complex matters.
Weights must be determined by the Immediate Superior or Manager who are familiar with the importance of the work factors identitifed within the department or the organization as a whole. Its gross universe must not exceed 100%, otherwise you will encounter problems in setting up your overall rating guide.
The rating guide must reflect a realistic range of the point scores adopted. A pre-test must be implemented. Otherwise you can arrive at a questionable system.
The normal tool for rewards distribution being adopted by organizations worldwide is the normal distribution curve. Adopting a straight percentage method linked immediately to the performance rating can overshoot the budget authorized by top management for a particular appraisal period.
Best wishes.
Ed Llarena, Jr.
Managing Partner
Emilla Consulting
From Philippines, Parañaque
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