Dear Seniors,
Am working on an performance appraisal guideline and format. Management has asked for a format with weightage for each KRAs with an overall weightage calculation for each employee. Employees performance will be based on this.
We are basically into power projects with major strength of electrical and civil engineers. Other end, we have 30% of other staffs into marketing, HR, finance, Purchase, etc.
Kindly help me out in arriving at an appraisal guideline with a format with your necessary inputs.
Hope am clear in my query. Kindly let me knw if am not clear.
Thanks & Regards,
GOWRI
From India, Madras
7Am working on an performance appraisal guideline and format. Management has asked for a format with weightage for each KRAs with an overall weightage calculation for each employee. Employees performance will be based on this.
We are basically into power projects with major strength of electrical and civil engineers. Other end, we have 30% of other staffs into marketing, HR, finance, Purchase, etc.
Kindly help me out in arriving at an appraisal guideline with a format with your necessary inputs.
Hope am clear in my query. Kindly let me knw if am not clear.
Thanks & Regards,
GOWRI
From India, Madras
Dear Amit ji,
Thanks a lot for that appraisal doc. It was useful and I have taken some point from it.
But, how apprisal forms add values with quantitative weightage? Say for 100%? How to form a guideline for such kind of appraisal formats?
I would be glad if you culd clarify my query pls...
Thanks & Regards,
gowri
From India, Madras
Thanks a lot for that appraisal doc. It was useful and I have taken some point from it.
But, how apprisal forms add values with quantitative weightage? Say for 100%? How to form a guideline for such kind of appraisal formats?
I would be glad if you culd clarify my query pls...
Thanks & Regards,
gowri
From India, Madras
Hello Gowri
The appraisal mechanism with quntitative wieghtage will be based on the importance and relevance of those objectives/KRAs for a partcular employee
For instance if you are considering a HR Executive the KRAs can be
1. Recruitment & selection
2. MIS
3. Employee joining formalities
4. Employee data management
the weightage can be (in%)
1. Recruitment & selection - 50%
2. MIS - 20%
3. Employee joining formalities - 20%
4. Employee data management - 10%
this is based on the importance of the KRAs. The most important objective is expected to have recruitment in this case. Managing HR Data is a resultant activity of recrutiment and selection as well as joining formalities hence its weightage is 10% compared to recruitment being at 50%
This is only an indication and not a thumb rule. The objectives and its importance for same employee for various periods might have variations and the weightages for the same should also requires changes then
for instance based on manpower planning if the recruitment is frozen for a time frame and the same HR executive is given employee relations as one of the KRAs then the weightage for ER might be 40% with recruitment falling to 20% or 30%
Hope this gives you an idea. Primarily, the most important objectives will have more weightage
Regards
Rajesh Balasubramanian
From India, Bangalore
The appraisal mechanism with quntitative wieghtage will be based on the importance and relevance of those objectives/KRAs for a partcular employee
For instance if you are considering a HR Executive the KRAs can be
1. Recruitment & selection
2. MIS
3. Employee joining formalities
4. Employee data management
the weightage can be (in%)
1. Recruitment & selection - 50%
2. MIS - 20%
3. Employee joining formalities - 20%
4. Employee data management - 10%
this is based on the importance of the KRAs. The most important objective is expected to have recruitment in this case. Managing HR Data is a resultant activity of recrutiment and selection as well as joining formalities hence its weightage is 10% compared to recruitment being at 50%
This is only an indication and not a thumb rule. The objectives and its importance for same employee for various periods might have variations and the weightages for the same should also requires changes then
for instance based on manpower planning if the recruitment is frozen for a time frame and the same HR executive is given employee relations as one of the KRAs then the weightage for ER might be 40% with recruitment falling to 20% or 30%
Hope this gives you an idea. Primarily, the most important objectives will have more weightage
Regards
Rajesh Balasubramanian
From India, Bangalore
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Performance Appraisal Form for Staff.doc