Phnom Penh, September 2007
CAMBODIA – CANADA LEGISLATIVE SUPPORT PROJECT (CCLSP) EMPLOYEE PERFORMANCE APPRAISAL WORKSHOP
Workshop objectives:
¾ Introduce participants to the general principles, approaches, challenges and technical aspects relating to the development, use and practical
implementation of an Employee Appraisal Process
¾ Provide participants with concepts, options and methodology to assist them in establishing the main elements of an Employee Performance Appraisal system adapted to their particular organizational context
WHY ORGANIZATIONS INTRODUCE EMPLOYEE PERFORMANCE APPRAISALS
Overall purpose :
For public or private organizations . . .
Specific objectives :
IMPROVE PERFORMANCE AND PRODUCTIVITY OF EMPLOYEES
IMPROVE MANAGEMENT OF EMPLOYEES
DELIVER BETTER STAFF TRAINING AND DEVELOPMENT PROGRAMS
IMPROVE MANAGEMENT / STAFF COMMUNICATION
IDENTIFY POTENTIAL LEADERS
IDENTIFY AND REWARD DESERVING EMPLOYEES
IDENTIFY AND ASSIST POOR PERFORMERS
INCREASE PROFITS
HOW ORGANIZATIONS USE EMPLOYEE PERFORMANCE APPRAISALS?
How performance appraisals are used is a direct consequence of why these evaluations are used. The performance appraisals become a tool to help the organization to improve in all aspects:
IMPROVE COMMUNICATION BETWEEN MANAGERS AND EMPLOYEES
PUNISH NON PERFORMING EMPLOYEES
PLAN PERFORMANCE IMPROVEMENT FOR UNDER-PERFORMING EMPLOYEES
REWARD STRONG EMPLOYEE WORK PERFORMANCE AND OPTIMIZE INDIVIDUAL POTENTIAL
PERFORMANCE APPRAISAL SYSTEMS:
ADVANTAGES AND DISADVANTAGES
IN PRINCIPLE, EMPLOYE APPRAISAL SYSTEMS ARE CONSIDERED AN EXTREMELY POSITIVE INSTRUMENT IN THE MANAGEMENT OF AN ORGANIZATION AND ITS EMPLOYEES
THERE ARE LITERALLY HUNDREDS OF EMPLOYEE PERFORMANCE APPRAISAL SYSTEMS
HOWEVER, EMPLOYEE PERFORMANCE SYSTEMS ARE COMPLEX, SENSITIVE ELEMENTS OF HUMAN RESOURCES MANAGEMENT
INTRODUCING AND DEVELOPING A GOOD EMPLOYEE APPRAISAL SYSTEM REPRESENTS A MAJOR UNDERTAKING AND REQUIRES SERIOUS
CONSIDERATION, PLANNING AND MANAGEMENT
THERE ARE CLEAR ADVANTAGES BUT ALSO DISADVANTAGES OR DIFFICULTIES WITH PERFORMANCE APPRAISAL SYSTEMS
ADVANTAGES > > >
A TOOL TO EVALUATE EMPLOYEES ACROSS THE ENTIRE ORGANIZATION ( STANDARDS, FAIRNESS, COMMON UNDERSTANDINGS, . . . )
AN EMPLOYEE AND MANAGER ACCOUNTABILITY TOOL
ESTABLISHING AN IMPORTANT HR INFORMATION BASE
HELP MANAGERS/SUPERVISORS RATE THEMSELVES
SETS THE CONTEXT FOR WORK PERFORMANCE-BASED COMMUNICATION BETWEEN EMPLOYEES AND MANAGERS
OPENS THE DOOR TO ESTABLISHING OVERALL PERFORMANCE STANDARDS
LINKS INDIVIDUAL EMPLOYEE CONTRIBUTIONS TO ORGANIZATIONAL EFFECTIVENESS
CAN IMPROVE EMPLOYEE’S JOB SATISFACTION
HELPS TO SET EMPLOYEE WORK OBJECTIVES
CONTRIBUTES TO ALIGNING EMPLOYEE ACTIVITY TO ORGANIZATIONAL GOALS AND PRIORITIES
DEALS WITH PROBLEM OR NON PERFORMING EMPLOYEES
ALLOWS ORGANIZATION TO REWARD / RECOGNIZE GOOD / EXCELLENT STAFF
DISADVANTAGES > > >
DIFFICULT TO MEASURE ORGANIZATIONAL BENEFITS
A CONSIDERABLE AMOUNT OF WORK FOR ALL INVOLVED
A COMPLEX AREA…SENSITIVE, PERSONAL
NO MANAGERS LIKE TO DO APPRAISALS
REQUIRES TIME AND SUSTAINED FOLLOW UP
TRACK RECORD FOR EMPLOYEE PERFORMANCE APPRAISAL SYSTEMS NOT VERY GOOD; ONE OF MOST DIFFICULT AREAS IN HUMAN RESOURCES MANAGEMENT
OFTEN QUESTIONED BY EMPLOYEES, ESPECIALLY IN TERMS OF FAIRNESS AND OBJECTIVITY
CONDITIONS FOR SUCCESSFUL MANAGEMENT AND IMPLEMENTATION
PERFORMANCE APPRAISAL PROCESS REST ON WELL-COMMUNICATED AND RESPECTED STRONG POLICY AND CLEAR PROCEDURES
DEMONSTRABLE SUPPORT OF TOP MANAGEMENT
SUBJECTIVITY MINIMIZED
PERCEPTION OF A PA SYSTEM THAT IS FAIR AND OPEN
MANAGEMENT FOLLOWS UP….
MANAGERS COMPETENT IN DOING PERFORMANCE APPRAISALS
UPDATED, VALID JOB DESCRIPTIONS OR CLEAR ASSIGNMENT OBJECTIVES
NOT A PAPER EXERCISE EMPLOYEE’S APPRAISALS COUNT…FOR REAL …… THERE ARE CONSEQUENCES - GOOD AND BAD
EMPLOYEE INVOLVEMENT
BASED ON MEASURABLE, VERIFIABLE ELEMENTS…AS MUCH AS POSSSIBLE RELATING TO BOTH QUALITY, QUANTITY
DIRECT OBSERVATION
SPECIFIC WORK RESULTS ( TANGIBLE EVIDENCE EVEN W-OUT EMPLOYEE BEING PRESENT
DOCUMENTS - E.G. = REPORTS, RECORDS, TEXTS,
COMMENTS- CONSTRUCTIVE OR CRITICAL ON EMPLOYEE’S PERFORMANCE
STANDARDS ARE ESTABLISHED, COMMUNICATED, RESPECTED
OBJECTIVES ARE REALISTIC = ATTAINABLE BY ANY QUALIFIED COMPETENT, TRAINED EMPLOYEE
MEASURABLE OR VERIFIABLE ELEMENTS OF QUALITY, QUANTITY, TIME COST, EFFECT, METHOD/MANNER
MAJOR POTENTIAL PROBLEMS TO AVOID
A SYSTEM OR APPROACH THAT IS TOO COMPLICATED A SYSTEM THAT REQUIRES TOO MUCH TIME AND WORK
USING PERFORMANCE APPRAISALS FOR REASONS OTHER THAN THE STATED PURPOSES
NO FOCUSED OR OVERALL QUALITY CONTROL OF PERFORMANCE APPRAISALS INSUFFICIENT TRAINING OF EVALUATORS SUPERVISORS/MANAGERS)
UNCLEAR EXPECTATIONS, ASSIGNMENTS, RESPONSIBILITIES TOO MANY EXCEPTIONS or SURPRISES
ROLES AND RESPONSIBILITIES
Managers
KEY PLAYERS
DEMONSTRATE LEADERSHIP
SUPPORT TOP-LEVEL MANAGEMENT
ENSURE COHERENT AND CONSISTENT APPROACH GIVE CREDIBILITY TO PA SYSTEM
Human resources department
TECHNICAL ASSISTANCE: ORGANIZATIONAL & INDIVIDUAL INTEGRITY OF SYSTEM
ANALYSIS OF PERFORMANCE APPRAISAL SYSTEM RECORD KEEPING
Employees
COOPERATION
ACTIVE INVOLVEMENT
ISSUES / DECISIONS:
EMPLOYEE APPRAISAL SYSTEM…YES or NO ?
CURRENT SYSTEM – OK ? IF NOT, WHAT TO CORRECT ???
DO WE HAVE A CONCRETE, REALISTIC PLAN TO IMPLEMENT OR REVISE THE EMPLOYEE PERFORMANCE APPRAISAL PROCESS
WORLOAD CAPACITY OF SECRETARIAT
CAPACITY OF MANAGERS/SUPERVISORS TO DO EVALUATIONS FOR ALL EMPLOYEES, ALL CATEGORIES ?
RATINGS ???
TYPE OF EMPLOYEE PERFORMANCE APPRAISAL FORM FORM: SAME FOR EVERYONE OR NOT??
FREQUENCY ???
USE OF APPRAISALS FOR REMUNERATION OR REWARD EMPLOYEE PARTICIPATION IN PROCESS
REVIEW AND REDRESS MECHANISM
TRAINING RECOMMENDATIONS: PART OF APPRAISAL PROCESS AS A COMMITMENT TO EMPLOYEE?
EMPLOYEE PERFORMANCE APPRAISALS PUBLIC AND PRIVATE SECTORS APPROACHES AND OVERALL GOALS ARE SIMILAR
> > > PURPOSE AND OBJECTIVES; IMPROVED PERFORMANCE; BETTER QUALIFIED EMPLOYEES; BETTER MANAGEMENT OF
HUMAN RESOURCES; ETC.
PRIVATE SECTOR ESSENTIALLY FOCUSED ON PROFITABILITY
PUBLIC SERVICE CONCENTRATES ON INTERNAL / EXTERNAL SERVICES MORE LATITUDE TO ACT IN PRIVATE SECTOR
TENDENCY TO HEAVIER BUREAUCRACY IN PUBLIC SECTOR
