a) Individual Report: People (HR) Performance

You are required to produce a people (HR) performance report (between 900-1100 words),
to critically evaluate the people (HR) performance in CUERO Ltd case study. The report
should also include details of key areas and measures for improving the performance of
employees. Information from other aspects of the case study can be used as supplement to
the analysis, where appropriate.

Introduction

There are many issues within CUERO Ltd that are addressed within this report including the
performance of the organisation and measures for improving these aspects. This report addresses
the issues such as introducing an appraisal which is a scheme to asses’ performance of employees
within the organisation.

Performance appraisal

Gaining high performance depends on people and how you manage them. You should consider

 What you want to achieve

 How you are going to achieve it
 Completing the task
 Expectations of the finished task to the standards of the stakeholders

Please refer to figure.. for further detail.

Reasons for conducting a appraisal

The assessor can identify the individual’s current job position and identify their capability or
limitations. Enabling the employee to receive feedback enables them to improve performance. This
allows an opportunity for employees to be rewarded for their contribution on the completion of
goals, or good work. If this is not the case the period of time can be used to motivate the individual,
or provide training that maybe required for developing their needs. Also provide information of the
next required goals and support before ending the appraisal.

Performance Management

Performance appraisals refer to figure ...

Performance management applies to everyone within the organisation.

Armstrong and Baron (2004) suggests that performance management as method that provides a
sufficient management to benefit individuals and teams to improve the organisation overall
performance. Illustrating an understanding throughout all employees of what is expected and
ensure it is achieved

Performance management you should recognise the following seven areas.

1. Organisation
2. Departmants
3. Prcocesses
4. Programs
5. Products or services
6. Projects
7. Teams or groups.

Performance management concentrates on future performance and planning to succeed goals. Also
improving rather than reflecting. Has Regular meetings one on one to develop their needs if
needed. Concentrating on the employee the performance management involves

planning, setting goals and expectations.

Monitoring the individual.

Developing their needs

Rating how well they have approached their goals.

Rewarding (appraisal)

Which is displayed in figure.....

Performance management is integraged vertically and horizontally as illustrated in figure....

Vertical integration Focuses on the strategic plans and objectives with the individual, aswell as the
team. It is positioned with core values and capabilities of the organisation, also considering the
indivulas capability whereas horizontal integration concentarates on performance strategies and
also human resources starageies which concentrates on vauing, developing, involving and paying the
employess.

One to one rewies

Infromal reviews reduces pressure and are more convient but there are more of them per annual.
Leaving the manager more informed and any problems can be identified and addressed. Support can
be given more rapidly if needed. Golas and objectives can be discussed and reviewed increasing
performance within the organisation as managers are communicating and working as a team. This
would benefit CUERO Ltd as there is lack of communication through out the organisation. Also target
and goals can be broken down allowing the manager to observe and possibly motivate the staff if
needed. Staff are also aware of the progress and can prepare for a formal appraisal. The assessor is
also appraised, according to feedback and monitoring the employees. There are 12 steps whiin the
apprasisal process

1. Prepare
2. Inform
3. Venue
4. Layout
5. Introduction
6. Review and measure
7. Agree an action plan
8. Agree specific objectives
9. Agree necessary support
10. Invite any other points or questions
11. Close positively
12. Record main points, agree actions and follow-up

Disadvantages of an appraisal

 Preparing for the appraisals of each individual

 Setting goals and objectives
 Time consuming for the assessor and employee
 Filling in forms, copying, printing and planning such as figure...
 Organizing training if needed and other asspects.

Conclusion

As previously discussed the benefits of performance management is beneficial to CUROEl it can be

considered that the disadvantages are prominent. It is also concuded that informa apprasisals are
beneficial to keep the manager upto date with the progress but a formal apprasisal is also needed to
concentrate on the management performance for feedback. , see George P. Richardson’s marvelous
book, Feedback Thought in Social Science and Systems Theory (University of Pennsylvania Press:
1991).If feeback is accurate when delivered by the employee.

Recommendations

 Implement an appraisal scheme with informal monthly one-one.



References

A comprehensive sample checklist for reviewing narrative appraisal reports is provided in

Appendix C of Appraising the Appraisal: The Art of Appraisal
Review. Appendix C also contains two Fannie Mae/Freddie Mac residential appraisal review
forms, a sample commercial appraisal review form, and a sample appraiser performance
rating form.
Public Health Foundations. (9/09/05). Performance Management Collaborative. Available:
http://www.turningpointprogram.org/Pages/perfmgt.html. Last accessed

Fred Nickols. (2000). Don't Redesign Your Company's Performance Appraisal System, Scrap It!.
Available: http://www.nickols.us/scrap_it.htm. Last accessed 2/1/2011.

U.S. Office of Personnel Management . (2008). Overview. Available:

http://www.opm.gov/perform/overview.asp. Last accessed 24/12/2010

Appendix

Figure 1 Appraisal Standards Requirements and Regulatory Compliance Checklist

1. The appraiser is engaged directly by _____ (the client) and does
not have any direct or indirect interest, financial or otherwise, in the
transaction or the property. Y ¨ N ¨ N/A ¨
2. The appraiser has disclosed the steps taken to comply with the
Competency Rule of USPAP, if applicable. Y ¨ N ¨ N/A ¨
3. The appraisal was performed by a state licensed appraiser. Y ¨ N ¨ N/A ¨
4. The appraisal report type is stated.
Self-contained ¨
Summary ¨
Restricted use ¨
5. The appraisal contains adequate, relevant, and meaningful
discussion, analysis, and rationale so that it can be readily
understood and leads to a credible value conclusion. Y ¨ N ¨ N/A ¨
6. Market value is based on the definition set forth in appraisal
regulations pursuant to FIRREA. Y ¨ N ¨ N/A ¨
7. The appraisal reports on and analyzes any current agreement of sale,
option, or listing of the property being appraised. Y ¨ N ¨ N/A ¨
8. The appraisal reports on and analyzes, with reasonable detail, sales
of the property occurring during the previous three years. Y ¨ N ¨ N/A ¨
9. If an income-producing property is involved, the appraisal reports on
and analyzes data on current revenues, expenses, and vacancies. Y ¨ N ¨ N/A ¨
10. The appraisal reports on and analyzes current market conditions. Y ¨ N ¨ N/A ¨
11. The appraisal reports on and analyzes appropriate deductions and
discounts for proposed construction or renovation, partially leased
buildings, nonmarket lease terms, and tract developments with
unsold units. Y ¨ N ¨ N/A ¨
12. The appraisal contains sufficient supporting documentation to
indicate the reasonableness of the conclusions. Y ¨ N ¨ N/A ¨
13. The appraisal includes a legal description. Y ¨ N ¨ N/A ¨
14. The appraisal separately values personal property, equipment, or
fixtures. Y ¨ N ¨ N/A ¨
15. The appraisal uses applicable value approaches, explains any
approaches omitted, uses appropriate techniques, and shows a
reasonable rationale for the reconciliation of the approaches. Y ¨ N ¨ N/A ¨
Comments:
____________________________________________________________________________________________

The reality of a performance apprasisal

Fred Nickols. (2000). Don't Redesign Your Company's Performance Appraisal System, Scrap It!.

Source: Performance Management Collaborative

Sourcehttp://www.opm.gov/perform/overview.asp