Certified Performance Appraisal
Manager
VS-1011
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Certified
Certified Certified
Certified Performance Appraisal Manager Performance Appraisal Manager Performance Appraisal Manager Performance Appraisal Manager
Certification Code VS
Certification Code VS Certification Code VS
Certification Code VS----10 10 1011 10 11 11 11
Vskills certification in Performance Appraisal Management focuses on devising a competency framework for appraisal process based on techniques of job analysis, effective appraisal interview skills, designing appraisal forms, analyzing feedbacks and conducting performance reviews. The certification focuses on enhancing productivity and self development for smoothly handling the day-to-day working of the organization.
Why should one take this certification?
Why should one take this certification? Why should one take this certification?
Why should one take this certification?
This Course is intended for professionals and graduates wanting to excel in their chosen areas. It is also well suited for those who are already working and would like to take certification for further career progression. The certification helps build your CV and acts as an additional qualification that significantly improves your chances of getting the desired role.
Who will benefit from taking this certification?
Who will benefit from taking this certification? Who will benefit from taking this certification?
Who will benefit from taking this certification?
The certification benefits managers, supervisors, human resource personnel and those responsible for conducting performance appraisal activities looking for a better role by proving their employers the value of their skills through this certification. It also benefits students wanting to improve their skill set and make their CV stronger.
Test Details:
Test Details: Test Details:
Test Details:
• Duration:Duration:Duration:Duration: 60 minutes
• No. of questions:No. of questions:No. of questions:No. of questions: 50
• Maximum marks:Maximum marks:Maximum marks:Maximum marks: 50, Passing marks: 25 (50%); There is no negative marking in this module.
Fee Structure:
Fee Structure: Fee Structure:
Fee Structure:
Rs. 4,000/- (Includes all taxes)*
*Fees may change without prior notice, please refer http://www.vskills.in for updated fees
Companies that hire Vskills
Companies that hire Vskills Companies that hire Vskills
Companies that hire Vskills P P P Performance Appraisal erformance Appraisal erformance Appraisal erformance Appraisal Manager Manager Manager Manager
Vskills Certified Performance Appraisal Manager might find employment in all kind of companies, big or small, since HR is a crucial part of any organization. The candidates can
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find employment in HR departments of organizations for Performance and Talent Management.
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Table of Content
Table of Content
Table of Content
Table of Content
1.
1. 1.
1. Introduction Introduction Introduction Introduction
1.1 Overview of performance appraisal 1.2 Necessity of Performance Appraisal 1.3 Pitfalls of Performance Appraisal System 1.4 Practice of Self-evaluation
1.5 Traditional Methods of Performance Appraisal 1.6 Modern Methods of Performance Appraisal 1.7 Factors affecting performance appraisal 1.8 Responsibility of the Appraiser
2. 2. 2.
2. Process of Performance Appraisal Process of Performance Appraisal Process of Performance Appraisal Process of Performance Appraisal
2.1 Understanding organizations expectations 2.2 Process of monitoring appraisal system
3.
3. 3.
3. Performance Planning and Execution Performance Planning and Execution Performance Planning and Execution Performance Planning and Execution
3.1 Introduction
3.2 Setting goal and objectives 3.3 Tracking employee's performance 3.4 Performance motivation
4.
4. 4.
4. Job Stru Job Stru Job Stru Job Structure cture cture cture
4.1 Job Specification 4.2 Job Description 4.3 Job Analysis 4.4 Job Evaluation 4.5 Job Design 4.6 Job Specialization
4.7 Job Rotation and Loading 4.8 Job Security
4.9 Job Enrichment and Enlargement 4.10 Job Sharing and Satisfaction
5.
5. 5.
5. Performance Assessment and Review Performance Assessment and Review Performance Assessment and Review Performance Assessment and Review
5.1 Process of performance assessment 5.2 Factors affecting performance assessment 5.3 Evaluating performance information 5.4 Rating scales and rating errors 5.5 Preparing appraisal report
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5.6 Conducting review
5.7 Handling difficult situations 5.8 Establishing successful close
6.
6. 6.
6. Performance Appraisal Form Performance Appraisal Form Performance Appraisal Form Performance Appraisal Form
6.1 Setting core competencies 6.2 Designing appraisal form 6.3 Assignments of weights 6.4 Rating system
7.
7. 7.
7. Interview Skills Interview Skills Interview Skills Interview Skills
7.1 Competency based interview 7.2 Performance review skills
7.3 Annual review interview techniques 7.4 Behavioral interview
7.5 Role profiling methods 7.6 Feedback techniques
8.
8. 8.
8. Performance based Compensation Performance based Compensation Performance based Compensation Performance based Compensation
8.1 Theory of compensation 8.2 Methods of compensation 8.3 Pay Package System 8.4 Concept of wage 8.5 Wage Policy in India 8.6 Compensation structure
9.
9. 9.
9. Performance Counseling Performance Counseling Performance Counseling Performance Counseling
9.1 Need for counseling and counseling pattern 9.2 Effective counseling skills
9.3 Understanding desired and actual performance 9.4 Factors affecting individual's development 9.5 Preparing development plans
9.6 Understanding responsibilities 9.7 Appraising performance 9.8 Appraisal discussion 9.9 Appreciation and Criticism
10.
10. 10.
10. Human Resource Management (HRM) Human Resource Management (HRM) Human Resource Management (HRM) Human Resource Management (HRM) System System System System
10.1 Elements of HRM system 10.2 HRM practices
10.3 HRM strategies
10.4 Pay/Organization system
11. 11. 11.
11. Leadership and Motivation Leadership and Motivation Leadership and Motivation Leadership and Motivation
11.1 Classifying needs 11.2 Need prioritization
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11.3 Theory of motivation 11.4 Leadership styles
11.5 Characteristics of a good leader
12.
12. 12.
12. Effective Communication Effective Communication Effective Communication Effective Communication
12.1 Technical aspects of communication process 12.2 Avoiding communication failures
12.3 Effective communication skills 12.4 Workplace communication
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Course Outline
Course Outline
Course Outline
Course Outline
IIIIntroduction ntroduction ntroduction ntroduction
Provides a brief overview about the performance appraisal system
Explains the objectives and necessity of Performance Appraisal such as allocation of resources, reward for performance, fairness, training and development etc
Describes the parameters for evaluating performance
Explains the drawbacks of the performance appraisal system Describes about necessity of self-valuation
Explains the traditional methods of performance appraisal such as ranking straight, paired ranking, comparing person to person, evaluation by employee cost etc
Explains the modern methods of performance appraisal such as 360 degree feedback, MBO (Management by objective), Behavioral Anchored Rating Scale (BARS), Appraisal by Rater concern, Human Value Accounting as Asset etc
Explains the various factor affecting performance appraisal such as interpersonal- conflicts, emotional bias etc
Understanding the moral and social responsibility as an appraiser
Process of
Process of Process of
Process of Performance Appraisal Performance Appraisal Performance Appraisal Performance Appraisal
Explains the need for understanding organizations expectations in terms of performance appraisal
Explains the procedure of monitoring appraisal system
Performance Planning
Performance Planning Performance Planning
Performance Planning and Execution and Execution and Execution and Execution
Provides a brief overview of the process involved in performance planning and execution
Describes the steps involved in setting goal and objectives in the process performance of planning
Describes the various parameters and tools involved in tracking employee's performance
Explains the factors affecting motivation of employees performance
Job Structure
Job Structure Job Structure
Job Structure
Defines a job and the process involved in designing a job
Explains the various factors to be considered while designing a job such as job specification, job description etc
Explains the process involved in job analysis, job evaluation, job specialization Explains the concept of job rotation, job loading and the importance of job security Explains the concept of job enrichment, job enlargement, job sharing
Explains the importance of job satisfaction
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Performance Assessment
Performance Assessment Performance Assessment
Performance Assessment and R and R and R and Review eview eview eview
Explains the process involved in performance assessment
Explains the various factors affecting the process of performance assessment such as reliability, validity etc
Describes the steps involved in evaluating performance information Describes the process of performance rating and various errors in rating Explains the procedure of preparing appraisal report
Describes the process involved in conducting review
Describes the process of handling difficult situations such as silence, disagreement, excuses etc
Explains the process of establishing a successful close
Performance Appraisal Form
Performance Appraisal Form Performance Appraisal Form
Performance Appraisal Form
Defines the need and objectives of designing performance appraisal form.
Explains the process involved in setting core competencies for the process of performance appraisal
Explains the process involved in designing appraisal form and the elements to be considered
Illustrates the process of assigning weights to each factor while assessing performance of the employees
Describes the system of rating in the performance appraisal process
Interview Skills
Interview Skills Interview Skills
Interview Skills
Describes the art of interviewing and the techniques for conducting appraisal interview Describes the types of interviews conducted for the purpose of appraisal such as competency based interview, annual review interview, behavioral interview, exit interview etc
Explains the methods involved in role profiling Describes the various techniques of feedback
Performance ba
Performance ba Performance ba
Performance based sed sed sed Compensation Compensation Compensation Compensation
Explains the compensation theory and the different modes of compensation Describes the wage policy in India
Illustrates the process of designing pay packages and their formulation Illustrates the various determinants of pay decision
Explains the concept of wage such as minimum wage, fair wage, living wage etc
Describes the compensation structure in terms of performance and competence related pay and comparison between the two approaches
Performance Counseling
Performance Counseling Performance Counseling
Performance Counseling
Explains the need for counseling and the counseling pattern
Describes the need for developing effective counseling skills and conducting successful counseling session
Explains the different types of tools used for the purpose of counseling Explains the need for understanding desired and actual performance
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Explains the various factors affecting individual's development and necessary steps for overcoming such problems
Explains the steps involved in preparing development plans
Explains the need for understanding responsibilities as a management and employee Explains the need for appraising performance and the steps in conducting appraisal discussion
Describes the process of appreciation and criticism in performance counseling
Human Resource Management (HRM) System
Human Resource Management (HRM) System Human Resource Management (HRM) System
Human Resource Management (HRM) System
Explains the elements of HRM System Describes the practices of HRM systems
Explains the HRM strategies and control variables Explains the Pay/Organization structure in HRM system
Leadership and Motivation
Leadership and Motivation Leadership and Motivation
Leadership and Motivation
Explains the importance of classifying needs of the employees and Maslow’s hierarchy of human needs
Explains the process of need prioritization and the theory of two-factor theory of motivation
Explains the different styles of leadership and their attributes Describes the various characteristics of a good leader
Effective Com Effective Com Effective Communication Effective Com munication munication munication
Describes the communication process and their technical aspects Explains the barriers in communication process
Explains the techniques to avoid communication failures Explains the techniques for effective communication Explains the communication usage at workplace
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Sample Questions
Sample Questions
Sample Questions
Sample Questions
1.
1. 1.
1. Which of the following is not a type of performance appraisal?Which of the following is not a type of performance appraisal?Which of the following is not a type of performance appraisal? Which of the following is not a type of performance appraisal?
A. Team based appraisal B. 45 degree appraisal C. Appraisal of managers D. Customer appraisals 2. W
2. W2. W
2. Which of the following statements about perfohich of the following statements about perfohich of the following statements about perfohich of the following statements about performance management systems is rmance management systems is rmance management systems is rmance management systems is not true?
not true?not true?
not true?
A. Performance management systems are ineffective
B. Recommendations are prescriptive and suggest one best way C. Commitment from line managers is questionable
D. They improve organisational performance in the long-term 3.
3. 3.
3. Which of the following statements about performance appraisal is not true?Which of the following statements about performance appraisal is not true?Which of the following statements about performance appraisal is not true? Which of the following statements about performance appraisal is not true?
A. Performance appraisal has become a tool to motivate and control workers B Performance appraisal reduces managerial control
C. Employees may be appraised on both objective and subjective measures D. Companies use appraisal to encourage employee loyalty and commitment 4.
4. 4.
4. What is the meaning of upward appraisal? What is the meaning of upward appraisal? What is the meaning of upward appraisal? What is the meaning of upward appraisal?
A. Employees rate the performance of their manager B. Line managers rate the performance of employees C. Senior managers rate the performance of line managers D. Employees rate the performance of their peers
5.
5. 5.
5. Which of the following statements about 360 degree appraisal is not true?Which of the following statements about 360 degree appraisal is not true?Which of the following statements about 360 degree appraisal is not true? Which of the following statements about 360 degree appraisal is not true?
A. 360 degree appraisal has origins in the 1970s US army.
B. 360 degree appraisal may be linked to pay awards.
C. The data generated is normally highly accurate, valid and meaningful.
D. Feedback may comprise both open and closed questions.
Answers:
Answers:Answers:
Answers: 1 (B), 2 (1 (B), 2 (1 (B), 2 (1 (B), 2 (D), 3 (BD), 3 (BD), 3 (BD), 3 (B), 4 (), 4 (), 4 (), 4 (A), 5 (CA), 5 (CA), 5 (CA), 5 (C))))
