A presentation on PERFORMANCE APPRAISAL SYSTEM by G Sankaranarayanan Senior Vice President Indian Banks’ Association Mumbai 20.1.2007. Performance Appraisal System. Disclaimer :
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PERFORMANCE APPRAISAL SYSTEM
Senior Vice President
Indian Banks’ Association
Views expressed in this presentation are the personal views of the presenter only and not the views of the organisation from which he comes.
Over the past two days, bankers present in this Conclave have been discussing on how to enhance employee performance.
In the context of employee performance one FQA is whether the current performance measurement models are adequate for the Indian Banking System.
If not, what changes are required?
I would like to limit my presentation to the situations prevailing in public sector banks.
Although Indian Banking has come off age in recent times, human resource management continues to remain a neglected one.
The role of Human Resource Managers remain limited to fire fighting.
Areas like capability assessment, including capability gaps and training needs, placement of right people in the right places, career plan, employee motivation etc. are areas receiving scant or no attention.
Most HR Managers go through the performance appraisal in a rather mechanical way and treat them as they treat the plethora of statements that are prepared by banks for submission to various authorities.
Presently HR Manager in banks, if there are any, are clearly not in the know-how of what all uses a performance appraisal, if done in a scientific way, can be put to.
Presently in most banks, employees are required to submit their performance appraisal only when a promotion process is undertaken.
Only a few banks have put in place mechanisms to identify key responsibility areas for the purpose of designing their performance appraisal forms.
Target setting is virtually non-existent.
The aims and objectives of the organisation, the contribution of individuals/the departments towards these objectives are certain key elements missing in the present day performance appraisal systems.
The process takes a bottom-up approach with virtually no interaction between the appraisee and the appraiser.
A critical assessment of the appraisee and review of the performance over a reporting period are virtually non-existent.
As a result the employee’s development suffers and valuable human resources wasted.
Nowadays various tools are available for evaluating employee performance.
Some organisations have even taken to 360 degree evaluation techniques.
Till such time managing human resources gives way to Human Resource Management in banks, performance management systems including 360 degree evaluation techniques shall remain a distant dream.
If only banks are to tweak the performance appraisal systems they have to make it a more meaningful one thereby contributing to the development of the individual and the organisation as a whole, they will be taking a giant step forward.
It is in this context that one should look at revamping the performance appraisal systems in public sector banks.
As a first step of course, one should be clear as to what purposes it should serve.
In general a performance appraisal system should serve as a tool for work- performance judgemental and provide a basis for reward allocation (none at present in public sector banks), promotions, transfers, lay-offs etc.
It should help the organisations to identify high potential employees’ developmental, fostering work improvement, identifying training and development opportunities and develop ways to overcome obstacles and barriers.
It should serve as a medium for translating organisational goals into individual job objectives, communicating expectations regarding employee performance.
It should provide for a two-way communication between the employee and the supervisor and help diagnose strengths and weaknesses thereby enabling a development plan for improving job performance.
It should define and analyse the behavioral aspects of performance.
It should also serve as a medium for employee introspection.
Keys for designing an effective performance appraisal system
in the designing process.
results that should be performed.
need to be