Respected Seniors,
I need your help in Rationalization of Performance Appraisal Scores across all departments in my organization. I need this because there is always no comparison between two department's performance, e.g. rating given to Finance professional by her/his Manager is not comparable to rating given to Marketing professional by her/his Manager.
For increment purpose, we need to rationalize these scores at organizational level so that everyone will get comparable pie of increments.
I need method/formula for calculating the same.
I would request you to provide the same.
Thanks in advance.
Best Regards
Sunil More
Assistant Manager
From India, Mumbai
1I need your help in Rationalization of Performance Appraisal Scores across all departments in my organization. I need this because there is always no comparison between two department's performance, e.g. rating given to Finance professional by her/his Manager is not comparable to rating given to Marketing professional by her/his Manager.
For increment purpose, we need to rationalize these scores at organizational level so that everyone will get comparable pie of increments.
I need method/formula for calculating the same.
I would request you to provide the same.
Thanks in advance.
Best Regards
Sunil More
Assistant Manager
From India, Mumbai
Hi!
In order to get rid of the problem you may ask to maintain the bell curve system of PMS. Ask all HOD to maintaining following proposition while giving their ratings. For example:
Rating % of Poplulation
Below Average (Nil) 5%
Average (5%) 25%
Good (8%) 40%
Very Good (10%) 20%
Outstanding (15%) 10%
If the above is maintained in totality organizations' overall performance level across all departments would be aligned.
Best regards
Pradipta
From India
In order to get rid of the problem you may ask to maintain the bell curve system of PMS. Ask all HOD to maintaining following proposition while giving their ratings. For example:
Rating % of Poplulation
Below Average (Nil) 5%
Average (5%) 25%
Good (8%) 40%
Very Good (10%) 20%
Outstanding (15%) 10%
If the above is maintained in totality organizations' overall performance level across all departments would be aligned.
Best regards
Pradipta
From India
Yes! Please try to implement it from different departmental level ..... otherwise in Org level it is very difficult to restructure.
If you ask the HOD to maintain the guideline from their own , your job will be easy and their will be no hue & cry after releasing the increment letter.
Best Regards,
Pradipta
From India
If you ask the HOD to maintain the guideline from their own , your job will be easy and their will be no hue & cry after releasing the increment letter.
Best Regards,
Pradipta
From India
Hello Pradipta,
I have following doubts:
1.What is the significance of percentage numbers mentioned in brackets and out side brackets?
2. If average score of FIN professionals is 65 and for Marketing 85 but both are high flier in their respective departments, then how will we rationalize the scores?
As threshold score of 85 will give say 20% increment while 65 will only give 5% increment. Also respective scores are results of internal measurement tool used in respective departments which is not standardized across all depts.
Sunil More
From India, Mumbai
I have following doubts:
1.What is the significance of percentage numbers mentioned in brackets and out side brackets?
2. If average score of FIN professionals is 65 and for Marketing 85 but both are high flier in their respective departments, then how will we rationalize the scores?
As threshold score of 85 will give say 20% increment while 65 will only give 5% increment. Also respective scores are results of internal measurement tool used in respective departments which is not standardized across all depts.
Sunil More
From India, Mumbai
Dear Sunil,
Please note the following:
1) Within bracket means the % of increment you will give to the individual. Outside bracket means the % of population in the department whom assessment in under review.
2) This is upto HOD who rate their employees .
You may give the following guide lines (example only) to HOD before circulate the PMS form:
i) Overall Ratings
The rating system is as given below:
a)Not meeting the job requirement- Poor-Below 35 marks
b)Needs improvement to meet job requirement-Average-36 to 50 marks
ca)Meeting job requirement- Good- Above 50 to 70
da)Existing job requirement -V.Good-Above 70 to 85
ae)Significantly exceeding job requirement- Outstanding-Above 85
ii) Rating Scale:
1- Poor
2 - Average
3 - Good
4 - Very Good
5 - Excellent/Outstand inc
I would like to mention here that you can introduce hundreds of performance monitoring system but to carry out a good performance likened appraisal system you have to educate the HODs.
And may be after a continuous effort one fine day you can implement the system. It is not a one time job. Its a continuous exercise and do try to get the involvement of all level of employees in the process. PMS is a journey ....not a one time examination. Introduce it...develop it...continue it.
Regards,
pradipta
best Regards,
pradipta
From India
Please note the following:
1) Within bracket means the % of increment you will give to the individual. Outside bracket means the % of population in the department whom assessment in under review.
2) This is upto HOD who rate their employees .
You may give the following guide lines (example only) to HOD before circulate the PMS form:
i) Overall Ratings
The rating system is as given below:
a)Not meeting the job requirement- Poor-Below 35 marks
b)Needs improvement to meet job requirement-Average-36 to 50 marks
ca)Meeting job requirement- Good- Above 50 to 70
da)Existing job requirement -V.Good-Above 70 to 85
ae)Significantly exceeding job requirement- Outstanding-Above 85
ii) Rating Scale:
1- Poor
2 - Average
3 - Good
4 - Very Good
5 - Excellent/Outstand inc
I would like to mention here that you can introduce hundreds of performance monitoring system but to carry out a good performance likened appraisal system you have to educate the HODs.
And may be after a continuous effort one fine day you can implement the system. It is not a one time job. Its a continuous exercise and do try to get the involvement of all level of employees in the process. PMS is a journey ....not a one time examination. Introduce it...develop it...continue it.
Regards,
pradipta
best Regards,
pradipta
From India
Dear Sunil,
I will further add to bell curve system as it does not seem to be flawless (that way no system is flawless). In this formula all Departments on average are rated equally which is never a reality.
Once you have received all the ratings award points for eg. 1 point for poor performance, 3 for Average, 5 for good, 7 for Very good and 9 for excellent etc.. This way ratings get converted into points. Calculate average rating for each Department. Then ask CEO to rate overall performance of each Department and award points out of 10. Let us suppose CEO gives 6 points to Finance Department whereas average rating by HOD is 5.75. If increase rating of every employee in Finance Department by 6/5.75 so that average becomes 6.
I think this will bell curve system more accurate.
KKT
From India, Delhi
I will further add to bell curve system as it does not seem to be flawless (that way no system is flawless). In this formula all Departments on average are rated equally which is never a reality.
Once you have received all the ratings award points for eg. 1 point for poor performance, 3 for Average, 5 for good, 7 for Very good and 9 for excellent etc.. This way ratings get converted into points. Calculate average rating for each Department. Then ask CEO to rate overall performance of each Department and award points out of 10. Let us suppose CEO gives 6 points to Finance Department whereas average rating by HOD is 5.75. If increase rating of every employee in Finance Department by 6/5.75 so that average becomes 6.
I think this will bell curve system more accurate.
KKT
From India, Delhi
Dear Sunny,
If I am right you are just trying to scale the scores into a comparable platform for increment purpose.
I do not know how big your company is in the terms of employee numbers. But if you are planning to compare them statistically then be sure, the groups you are going to compare do not hold less than 30 individuals in each.
Identify the critical factors that influence the skewness of scores. like rater, department and make groups according to them.
Convert the scores in standred scores
Compare the means
Neutralize the effect of extreme scores
You will get the scores somewhat comparable.
Arvind Singh
9213998535
Delhi
From India, New Delhi
If I am right you are just trying to scale the scores into a comparable platform for increment purpose.
I do not know how big your company is in the terms of employee numbers. But if you are planning to compare them statistically then be sure, the groups you are going to compare do not hold less than 30 individuals in each.
Identify the critical factors that influence the skewness of scores. like rater, department and make groups according to them.
Convert the scores in standred scores
Compare the means
Neutralize the effect of extreme scores
You will get the scores somewhat comparable.
Arvind Singh
9213998535
Delhi
From India, New Delhi
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Performance Appraisal Form for Staff.doc