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Appraisal Process : 2010 - 2011
The 10 Golden Rules
Rule 1: Do your Homework

– Home work by the Appraiser :

• One data point for each month [avoid Recency effect]
• The appraiser should have written notes when doing the
appraisal
• Compile the 360 degree feedback collected through the system
• The appraiser should discuss with his/her mentor the growth
path of his/her subordinates
• Organizational performance has to be shared; get relevant data
from your mentor
• Check the previous years appraisal
Rule 2: Ensure Appraisee does
Homework

– Home work for the appraisee

The Debrief
• Form to be filled in advance [ give a week]
• Walk thru the month by month data
• Mentions the significant achievements
• Highlights the failures and reasons
• Prepares feedback for you
Rule 3: Discuss appraisee’s Career Path

– Career Path (Goal Setting)

• Do gap analysis
• Help him set a goal
• Discuss the possible growth paths
• Be honest about prospects
Rule 4: Preview and Review

– Discuss appraisal with your mentor after you do the

appraisal (for review); If in doubt preview
– In case your mentor disagrees; you will sit with the
appraisee in presence of mentor to resolve the dispute.
– When you preview with your mentor, you
must defend your stand
Rule 5: Be Authentic

– Be Honest in your feedback

• Confront him/her honestly about the weaknesses
• Share the 360 degree feedback collected from the peers
• Praise the strengths
• Don’t be worried of disagreement while sharing feedback
– Close Every Issue before you move ahead
– Feedback must be based on behaviour not outcome
Rule 6 : Capture details

– Capture all the details, however minute, on the appraisal form. Be

elaborate. Use of following phrases strictly not allowed:
• Good
• Bad
• OK
• Could’ve done better
• Scope for improvement
• Etc…
Rule 7: Give the big picture

– Sharing organization performance

• Share achievements / shortfalls
• Share the future plans – bigger picture
Rule 8: Make appraisee comfortable

– Make the appraisee comfortable

• Make an opening remark and then the appraisee
should talk for at least 20 minutes
• Listen patiently
• Encourage him to open up
– Show your seriousness
• Never Postpone a Appraisal Meeting
• Do not take calls
• Schedule at least 2 hrs
Rule 9 : Seek Feedback

– Seek feedback about organization / mentor

• Instead of the last part of the process, this should
be discussed early on
• Insist on the appraisee telling you at least three
positive points and three negative points about
yourself
– “ What should I start doing with you?”
– “What should I stop doing to you?”
• Follow the golden rules of feedback
Rule 10 : End it on a positive note

– End on a happy note!!

• Talk about the key learnings from the process – the pluses
and negatives
• Reinforce his goal and the organizations goal.
• Acknowledge and appreciate his/her feedback to you
• Any other ideas?

• CAN I LEAVE THE APPRAISAL WITH A WOW?

The 10 Golden Rules: Summary

– Do your homework
– Ensure appraisee does homework
– Discuss Career Path
– Preview and Review
– Be Authentic
– Capture Details in the Form
– Give the Big picture
– Make Appraisee comfortable
– Seek Feedback
– End on a Positive Note
About The Process
Major Sections in the Appraisal form

Total Sections : 5

1. KPA – to be filled by Employee

2. CV – to be filled by Employee

3. FUNC – to filled by EMPLOYEE

4. FLEX – by APPRAISER only

5. TRAINING – by APPRAISER only

PAP - Who are involved?

All employees! This is our performance review! It starts

with self appraisal (Appraisee)
Your Appraiser/ Appraiser is the supervisor who guides in
setting targets Mentor provide
assistance, and give regular feedback.
He/she will do the appraisal of
performance
What mentor does As their manager, you are their Leader. You
have to lead them, coach them, inspire
them. Along with them you will set their
performance goals, give regular feedback and
provide all round assistance. So it’s a responsible
role
HR! HR ensures that performance review has
been carried out in a valid manner
keeping in mind the norms and
regulations of the organization as per the pre-
defined timelines
Appraisal Process - 2011

– Step 0 : Mail to each Cost Centre Head to set up the 360

degree feedback givers for all those who fall in their Cost
centres.

– Step 1 : Mentors set the Functional Competencies for each

appraise. Mentor can alter/select multiple FC matrices ( Max 2
competencies)

– Step 2: Reverse Appraisal & 360 Appraisal

– Step 3 : Self Appraisal & Submit to mentor
• Enter the KPA as uploaded in HRIS;Add Work done outside of KPA
(and weightages)

– Step 4 : Mentor can accept/return the form for changes

• Mentor will validate the KPA and weightages
Appraisal Process 2010 cont.....

– Step 5 : Appraiser will fill the complete form online and Finalize
Meeting Time
• CLMS message will go to Appraiser’s mentor, Appraisee
• The Super mentor can view the form as filled by mentor

– Step 6 : Appraisal meeting must be done ONLINE

• Do all changes together online
• Final ratings and comments to be uploaded to system and SUBMIT
TO HR IN THE PRESENCE OF THE APPRAISEE.

– Step 7 : Reportee Validation

• Reportee views SUBMITTED Form
• Reportee confirms and accepts the ratings and comments
• Fills up a post appraisal survey [ How good was my appraisal ?]
• Reportee may escalate for reappraisal
 Functional Competencies

• Academics/Teachers • Phi Lab

• Centre Management • Regional/City Head
• Customer Service • Leadership Roles
• Finance • Mediamates
• Human Resource • Technology - s/w
• Marketing • Technology – h/w
• Design • Sales/Business Development
• Network • Company Secretary
• Network Operations • Legal
• Admin Areas • Trainer
• Operation • Project Engineer
• Project Operations • Phi Lab Operations
Check List – Has my Reportee done a
good self-appraisal

– Checklist :
• KPAs are correctly captured as per the KPA document
• Major tasks outside the KPA are captured and weightages are
assigned against them
• Functional Competencies are correctly chosen
• KPA rating is filled – sufficient reasons are given (at least 3 )
• Rating of 4 or 5 need to be very well justified
Post Appraisal Process

Appraisal Process Feedback

– My Mentor discussed my career path in the organization
– My Mentor shared information about Company & its growth
– My Mentor spent sufficient time discussing my appraisal
– My Mentor made me feel comfortable during the appraisal process
– My Mentor submitted my appraisal in my presence
– My Mentor discussed my 360 degree feedback while doing my appraisal
– My Mentor gave me enough time to prepare for my appraisal discussion
– My Mentor closed all issues/ queries while appraisal discussion
– My Mentor was authentic while giving feedback about my work
– My Mentor gave me an opportunity to give feedback to him/her
– Overall, I was satisfied with the involvement of my Mentor in my
Appraisal
– Each disagreement fetches mentor a negative vote
Ratings philosophy & Actions

– KPA Review (Section – I) – 50%

– Flexible Skills (Section- II)- 15%
– Functional Competence (Section –III) – 15%
– No weightage for 360/Rev Feedback
– Core Values are to be rated - 20%
– All Sections will determine Increments / Bonus payment
– Grade change will be done in consultation with MC
(Management Council)
Ratings philosophy & Actions

– ON KPA SCREEN
– Excellent is rated 5
– Very Good is rated 4
– Average is rated 3
– Below Average is rated 2
– Unsatisfactory is rated 1

– FUNC SCREEN
– A+ - (Exemplary - Sets a Benchmark) 5
– A - High Performer - Significantly Above Average -4
– B – Acceptable - 3
– C - Not Acceptable - Below Average - 2
Ratings philosophy & Actions

– ON FLEXIBLE SCREEN
– Excellent is rated 5
– Very Good is rated 4
– Good is rated 3
– Below Average is rated 2
– Unsatisfactory is rated 1
Rating – 1

CONSISTENTLY BELOW EXPECTATIONS: Performance is below defined goals

(50-60% of the defined level) with the result that contribution is substandard. The
employees has totally under-performed in some areas or neglected some
areas from his/her goals. This person requires a high degree of supervision and
follow-ups.

Example:
A faculty who is required to take classes – is a regular late comer, or regularly
cancels the class or students invariably complains should get rating 1. e/she is not
doing any given task as per the defined standards or Not doing at all

HR person whose main role is supporting business – is regular hindrance to

business, is too bureaucratic, does not provide support on regular basis. More of
problem creator than solver
Rating – 2

PARTIAL ACHIEVER , FALLS BELOW EXPECTATIONS: Meets SOME of the

goals (60-75% achievement of goals) but there are areas where

achievement is substandard. The employee requires regular monitoring and

supervision. THE PERFORMANCE IS BELOW OR ALMOST SATISFACTORY

Example:

Employee – whose performance is 60-75% of the defined level (could be from any

role; sales, teaching, support, content development). Makes regular mistakes and

the mentors has to spend a lot of time solving problems because of him/her
Rating – 3

CONSISTENTLY MEETS EXPECTATIONS: Meets the goals OR expectations

(ALMOST 100% achievement) in a satisfactory and adequate manner.

He/she require little monitoring.

Example:

This employee performs the given task in a normal manner and the performance is

almost 100% of the defined levels. However, he / she does not care about other

areas of the organization / business

Rating – 4

EXCEEDS EXPECTATIONS: Achievements are more than the expected level

or essential requirements on some of the criteria but not all. For the rest

of the goals, they are met 100%. Achieves results ahead of deadlines ,

consumes fewer resources.

Example:

The performance of the person is definitely more than 100% on many of the

criteria/goals/expectations.
Rating – 5

ROLE MODEL: Consistently exceeds performance levels, ahead of timelines,

requiring fewer resources

Example:

This is the definition of exemplary performance and while discussing the benchmark
with your colleagues or subordinates you tend to mention their names.
 Appraisal Schedule 2011

Appraisals to be started 21 Feb 2011

Appraisals to be completed By 30 Apr 2011

Calculation and Normalization By 15 Apr 2011

Issue of Increment Letters By 31 May 2011

Thank You!!!