PERFORMANCE

REVIEW
 The appraiser and appraisee
meet to review their appraisals.
 They discuss the results that
were achieved and the performance
factors that contributed to their
accomplishment.
 Their discussion includes :---
a) Results achieved (What was
done)
d) Development plan and progress
 Performance management takes
stock of what the employee has
achieved to date, what has been done,
and also the weaknesses that need to
be addressed.
 Performance management is very
much concerned with results, and
therefore the performance review
should confine itself to the key result
areas of the employee.

 This kind of managerial activity
can be grouped under the heading of
performance reviews.
 Improving the performance of
people in their existing jobs should
be the principal aim of any appraisal
scheme.
 The main concern of the
performance review interview is the
quality of the relationship between
the manager and the employee
 If the relation is good, managers
will not have a great deal of
difficulty in communicating with
and improving the performance of
their employees.
 The place of the performance
review interview and the skill of
the manager are also important.
 PREPARING FOR
PERFORMANCE REVIEW
 When a review is approaching, the
individual must be prepared for the same.
The work done in advance will
enormously influence the success of the
performance appraisal meeting.
 The individual should be honest about
his deficiencies and equally straight
forward about his successes.
 He can also review his own
performance in terms of goals set and
 Organizations that are
committed to using a
comprehensive performance
management process effectively,
appraisees are trained on their
responsibilities just as appraisers
are.
 OBJECTIVES OF P.R.

1) To let subordinates know where

they stand.
2) To recognise their good work.
3) To point out how and where they
can improve.
4) To develop them on their present
job.
5) To develop and train them for
7) To serve as a record for assessing
the department or unit as a whole,
showing where each person fits
into the larger picture.
8) To warn some employees that
they must do better.
A thorough
performance analysis done to the
review discussion helps in making
the review discussion fruitful.
Review discussion aims at making
understand each other better by
communicating the performance
analysis of the appraisee’s performance.
The appraiser should:---
1) Complement the appraisee for his
accomplishments and good qualities.
2) Understand and appreciate his
difficulties and make action plans to help
him in the future.
3) Understand the appraisee’s
perceptions of the situation and correct
the perception, if necessary.
1)Help him to recognize his strong
points and weak points.
2)Communicating the
expectations of the appraiser
from the appraisee.
3)Identify developmental needs of
the appraisee and chalk out a
course of action for meeting
these needs.
 P.R. MEETING – 10 GOLDEN
RULES
1) Be prepared
2) Create the right atmosphere
3) Work to a clear structure
4) Use praise
5) Let individuals do most of the talking
6) Invite self assessment
7) Discuss performance, not personality
8) Encourage analysis of performance
9) Don’t deliver unexpected criticisms
10) Agree measurable objectives and a plan
of action.
 REVIEW DISCUSSION
 Every performance improvement
discussion with the employee has two
goals, namely, solving problem and
maintaining relationship, both of
which need to be achieved if a lasting
correction is to occur. To be more
effective, the following steps are
essential:--
1) Identify the specific gap between
desired and actual performance.
3) Ascertain the consequences
the employee will face if he/she
fails to correct the situation.
4) Determine the appropriate
action to be taken.
 P.R. PROBLEM
1) Identifying criteria for evaluating
performance
2) Collecting accurate and
comprehensive information about
employee performance.
3) Resolving conflict between
reviewers and the people they
review.
4) Defensive behaviour exhibited by
individuals in response to criticism.
 An effective
performance review, especially
one in which problems of under
performance have to be discussed,
demands considerable skill on the
part of the reviewer.
 ASSESSMENT CENTRE
The term “Assessment Centre”
actually applies to a technique
which is used for measuring certain
dimensions of a person’s
competency.
 An assessment centre is a
comprehensive, standardised
procedure in which multiple
assessment techniques are used to
 Assessment centre technique
was first applied in German army in
1930 and subsequently in the British
army in 1960.
 Under this method, assessment
of several individual employees is
done by various experts using
various techniques.
 OBJECTIVES
1) To enable assessors to gauge a
person’s bahaviour and relate it to job
requirements.
2) To draw suitable candidates from
unrelated fields.
3) To predict most accurately the on-
job-performance.
4) To objectively measure candidates
using the same standards, and not
5) To make available objective and
constructive feedback.

CHARACTERISTICS
1) It must measure multiple factors
(qualities or Competencies).
2) It must use multiple techniques.
3) It must have multiple observers
or assessors.
 The output of the
assessment centre is an
estimation of the competency or
potential of the employees who
have been put through the system
and the value of the technique
rests on the accuracy of the data
obtained. However, the true value
of this method is the use to which
the data is put and this could be
any of the following:--
1)Selection of employees
2)Placement
3)Potential appraisal
4)Promotion
5)Career and succession planning
6)Development of employees
7)Estimation of training needs of
the organisation.
 TYPES OF EXERCISES
1) Interactive Exercises
2) Written Exercises
3) Activity Exercises
4) Psychometric Tests
5) Interviews
• In-basket Interview
• Biographical Interview
• Feedback Interview
 ASSESSORS’ SKILLS
Assessors need to have some
knowledge of the job in terms of its
context or content. They must be
skilled in:----
1) Observing behaviour
2) Recording accurately
3) Reporting clearly
4) Suspending judgement
5) Giving constructive feedback
 USE OF ASSESSMENT
CENTRE

•Assessment centre is not a place

but a method or process designed to
assess skills or potential in as
comprehensive and rigorous a way
as possible.
• Assessment centre can be used
for many purposes.
Examples :-
i. Career Planning
ii. Self Development
iii. Succession Planning
iv. Management Development
v. Organization Development