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Follow-up action – This should be agreed by employee and the employer. It identifies any weaknesses, sets out priorities for improvement, identifies any support that is needed, sets out development or training needs and agrees future targets and review dates.
Who carries out appraisal?
Self-appraisal
Self-appraisal involves the employees appraising themselves against a series of criteria. These results can then be compared with the views of others. This gives the employees a chance to see how other people view them.
Upward Appraisal
Upward appraisal is when others who are lower down in the hierarchical structure rate employees on their performance. These appraisals often take into account the views of a high number of employees and are seen as reliable and valuable.
Employees may be asked questions such as: Do you have opportunities for training? Are you kept informed of decisions, which affect your area of work? Are your suggestions taken seriously?
Peer Appraisal
This involves employees on the same level within the organisation assessing each other.
360-Degree Feedback
360-degree feedback involves feedback from a number of different people both above and below the employee. The idea is that since a number of people are affected by the employees’ performance a balance appraisal can be gained by asking for all-round comments.
The NAAFI uses a combination of appraisal schemes for example self-Appraisal is used when filling out the Personal Development plan, as the employee fills the form in and then his/her views are then discussed with their supervisor or manager.
Some type of review is necessary in order for employees to see how they are performing within the organisation.
Appraisal can strengthen good performance and identify difficulties, which exist and enable appropriate support, training and development to be arranged.
If positive appraisal is carried out effectively and is positive it can motivate staff and improve overall performance. An appraisal can identify opportunities for development of skills, it will set out goals for improvement or it may show if the employee has potential for promotion. It may make the employee feel valued and therefore committed to the organisation.
There are a number of potential dangers, however.
- When poor performance is identified it can be difficult for the appraiser to give positive and useful feedback. Where criticism is given there is a possibility that an employee will either not accept it or may suffer a loss of confidence. Neither of these situations helps performance.
- Praise is much easier to deal with and can be a motivator. However, it is important not to make people complacent by praising unsatisfactory performance.
- Appraisals can be very time-consuming and therefore costly. If the appraisal is not take seriously it will have no real value.
Measuring Performance
People are employed in order for the organisation to produce its goods or services. The efforts of human resource managers are directed at improving the performances of employees and thereby enabling the organisation to achieve its objectives.
Performance through profit
One measure of the performance of a business is to compare profits for different years, or with the profits of similar businesses in the same industry. This will give an indication of whether the business is performing well enough. Detailed breakdown of results by profit will allow managers to pinpoint any problems more accurately.
Performance Management at NAAFI
The “Career Development Review” section of the NAAFI’s Training and Development Policy states that “NAAFI is committed to developing staff for their next position.” I don’t think that this is necessarily true. When asking part-time workers they felt that conflict existed between them and full-time workers within the NAAFI. Employees who only work part-time feel that management don’t value them as much and therefore do not offer the same training benefits which full time staff receives.
To combat this problem the NAAFI should make sure that they offer the same training opportunities to part-time staff.
The Performance Development Plan
The NAAFI carries out a method of self-appraisal in the form of a Performance Development Plan.
The Performance Development Plan is a two-way discussion to review how work has been carried out over the last period and to plan and agree objectives for the next period.
Its purpose of the NAAFI Performance Development Plan is to:
- Look back at objectives achieved and standards met
- Assess personal strengths and development needs
- Discuss future career progression and aspirations
- Look forward and plan for the future
- Agree objectives and improve performance
The Performance Development plan is usually carried out by his/her immediate supervisor and is usually carried out every six months.
The NAAFI PDP is in three sections –
- Looking back over the last period
- Looking forward to next period
- What training and development is needed to help you
The first section deals with main achievements, expectations of the individual in the last period, problems that have been overcome in the last period, and how the employee feels that their abilities have been put to use.
The second section deals with strengths and weaknesses of the individual and how they feel they could continue with their strengths and put a stop to their weaknesses. It is in this section where targets of the individual are set. These targets will be talked over with the supervisor; it will be decided whether or not these targets are realistic. The targets set in this section will be reviewed as to whether they have been met in the first section of the Performance Development Plan in six months time.
The third section deals with the need for training. This will also motivate the employee and move them higher up Maslow’s hierarchy of needs, and the employee will feel valued by the organisation.
I think that the Performance Development Plan should be based more on a one to one conversation with supervisor and employee rather then a form filling exercise. It would benefit the employee more if the questions were discussed before they are filled out; therefore they would be able to know exactly what is expected of them within the Performance development plan.
One of the positive aspects of the Performance development Plan is that it gives the employee a structure and something which they can judge themselves against, with regards to targets they have previously set themselves.
In order for the Performance Development Plan to work effectively, the reviewer needs to be trained in carrying out the PDP this would involve things such as:
- Knowing the employee so they are able to offer the most appropriate advice with regards to training
- Has a basic knowledge of which training courses are available within the NAAFI so they are able to match the employee with the appropriate training programme.
The Career Development Review
All employees should be given the opportunity to partake in a Career Development Review discussion (CDR). This discussion will take place after the PDP discussion.
The Career Development discussion would focus on an employee’s potential for other positions within the organisation as identified by the employee. The CDR only takes place as of request by the employee, i.e. if they wished to progress to another position. Employees of the NAAFI I asked have never heard of a Career Development Review so how would they be able to request one if they do not know what one is.
Performance management is an essential part to any Training and Development programme. Training and Development is also an important part of Performance Management. By focusing on this the NAAFI will be able to create a better organisation with more efficient motivated workers.
