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Integrated IT Services Pvt. Ltd.

HRD Department

Employee Performance Evaluation - Annual
 

I. INTRODUCTION

 The Company has a firm commitment to performance evaluation of all personnel, whatever their category and level, through the medium of a formalized system. The primary purpose of such evaluation is to assist personnel in professional development and in achieving Company goals. The procedures outlined in this document apply to every full-time and  home based employee.

II. OBJECTIVES

 The formal performance evaluation system is designed to:

1    Maintain or improve each employee’s job satisfaction and morale by letting him/her know that the supervisor is interested in his/her job progress and personal development.

2    Serve as a systematic guide for supervisors in planning each employee’s further training.

3    Assure considered opinion of an employee’s performance and focus maximum attention on achievement of assigned duties.

4    Assist in determining and recording special talents, skills, and capabilities that might otherwise not be noticed or recognized.

5    Assist in planning personnel moves and placements that will best utilize each employee’s capabilities.

6    Provide an opportunity for each employee to discuss job problems and interests with his/her supervisor.

7    Assemble substantiating data for use as a guide, although not necessarily the sole governing factor, for such purposes as wage adjustments, promotions, disciplinary action, and termination. 

 III. RESPONSIBILITY

 The HRD Department has the overall responsibility for the administration of the Performance Evaluation Program and will ensure the fairness and efficiency of its execution:

The distribution of proper forms in a timely manner.

Ensuring completed forms are returned for file by a specified date.

Reviewing forms for completeness.

Identify discrepancies.

Ensuring proper safeguard and filing of completed forms.

 Immediate Supervisor (Evaluator) is the employee’s “evaluator” and has the responsibility for:

Developing Evaluation Support Form (ESF 1 ) in concert with each employee.

Continuously observing and evaluating an employee’s job performance.  Holding periodic counseling sessions with each employee to discuss job performance.

Completing Performance Evaluation Forms as required. 

Reviewing Official: The Reviewing Official is the “Evaluator’s” supervisor and has the responsibility for:

Reviewing the evaluation for accuracy and objectivity.

Investigating and resolving any disagreement(s) between the supervisor and the employee. 

IV. PROCEDURES

Evaluation Support Form: An Evaluation Support Form (ESF 1 or 2 ) will be completed for each employee. This is a joint effort between the employee and his/her immediate supervisor. Evaluation Support Forms will be completed for all new employees within five working days from date of employment. A copy will be given to the employee. The original will be retained by the immediate supervisor. This form should be reviewed annually and revised as necessary to indicate any significant changes in duties and/or responsibilities. The support form is designed to increase planning and relate performance to assigned responsibilities through joint understanding between the immediate supervisor (evaluator) and the employee as to the job description and major performance objectives.

Counseling Sessions between immediate supervisors and employees will be scheduled periodically. During these sessions, an open dialogue should occur which allows the exchange of performance oriented information. The employee should be informed of how well or how badly he/she has performed to date. In the case of negatve comments, the employee should be informed of the steps necessary to improve performance to the desired level. Counseling sessions should include, but not be limited to, the following: job responsibilities, performance of duties and attendance. A memorandum for record will be prepared following each counseling session and maintained by the supervisor.

Annual Performance Evaluation will be prepared during the month of March for each employee having been employed six months of longer. The evaluation period will cover April 1, through March 31. 

ESF  1 will be used for Operations Personnel and

ESF 2 will be used for Support and Administration Personnel

The Immediate Supervisor will:

Complete the evaluation form as promptly as possible. Note that any area evaluated as Inadequate, Minimally Meets Requirements, or Exceptional must be discussed in Comments section of the evaluation form. Describe why performance is not satisfactory and specify how performance can be improved, or explain why performance is outstanding.

Discuss evaluation with the employee emphasizing strong and weak points in job performance. Commend the employee for a job well done if applicable and discuss specific corrective action if warranted. Set mutual goals for the employee to reach before the next performance evaluation.  Recommendations should specifically state methods to correct weaknesses and/or prepare the employee for future promotions.

Allow the employee to make any written comments he/she desires. Have employee sign the evaluation form and initial after supervisor’s comments.

Forward the original copy of the evaluation form in a sealed envelope, marked Personal-Evaluation Form to the appropriate reviewing official.  Retain a copy of the completed form for the department and the employee.  Subsequent to the completion of this evaluation by the supervisor, and review by the employee, revisions must be discussed by both parties. In addition, if changes in the form are made after the employee has signed the form, the level of authority making the changes must notify the immediate supervisor and give the employee and supervisor copies of the revised evaluation.

The Reviewing Official upon receipt will:

Review the evaluation form for objectivity and accuracy. If the employee has stated that he/she disagrees with the evaluation, the Reviewing Official will attempt to resolve these disagreements prior to forwarding the evaluation form. Comments as to conflict resolutions are required.  Forward the original evaluation form to the appropriate Director/Dean in a sealed envelope marked, Personal-Evaluation Form.

The General Manager will : 

Review each form to ensure proper actions have been taken to resolve any identified conflicts.

Account for all evaluation forms in his/her area of responsibility.  Forward all original forms together as a group to the Office of Human Resources in a sealed envelope marked Personal-Evaluation Forms.

Upon Human Resources’ receipt of the completed evaluation form, it will be reviewed for completeness and accuracy. Any unresolved problems will be brought to the attention of the next line of authority. The completed form will be placed in the employee’s permanent Personnel File.

New Employees will be evaluated during the fifth month of employment. On the first working day of the fifth month of employment, the Human Resources Office will send the new employee’s supervisor a Probationary Evaluation Form ( PEF  1). The evaluation form will be processed as outlined above. If job performance is judged to be unsatisfactory, a memorandum recommending termination will be forwarded with the completed Probationary Evaluation Form.

V. TRAITS TO BE EVALUATED
 

The following is a guide which can be used in evaluating an employee’s overall performance:

Support and Administrative Staff

Knowledge of work - How well does the employee know his or her job? In order to successfully complete the duties and responsibilities of this position, what level of technical knowledge does the employee demonstrate?

Quantity of Work - Is employee’s rate of production adequate? How does employee’s production compare with that of others? Does employee display efficient use of time?

Quality of Work - Does the employee make frequent mistakes? Does employee’s performance require constant supervision in order to ensure accuracy? Does employee take pride in his/her work and strive for excellence?

Initiative - Does employee volunteer for new assignments and responsibilities? Does the employee require a great deal of supervisory guidance regarding initiative? Does employee initiate new methods or techniques?

Dependability/ Responsibility - Does employee consistently fulfill responsibilities? How much follow-up is required? How reliable is this employee?

Quality of Interpersonal Relationships - Does employee create resentment in fellow employees? How tactful is employee when communicating with fellow employees? Does employee promote teamwork? Is employee cooperative with fellow employees and supervisors?

Attendance - How often is employee absent or late? Does the employee notify his/ her supervisor promptly when absence or tardiness occurs? How does the employee’s attendance record compare with others?  Punctuality - Is the employee consistently prompt? Is there an impact on his/her job performance?

Supervisory Ability - Does employee exert a positive influence on others?  Does employee demonstrate fair and equal treatment of subordinates? Does employee demonstrate the ability to make sound feasible decisions? Does the employee attempt to resolve problems at the local level?

Operations 

Operational employees should be evaluated on predetermined and predefined goals and objectives. The supervisor should identify projects, tasks and special assignments important to the employee’s performance. In addition, the employee will be rated in the following areas:    

Job Knowledge - Possesses the technical knowledge necessary to accomplish all job requirements. Understands the facts and information related to work assignment.

Accomplishment of Objectives - Contributes to goals of department/division. .

Quality of Work - Consider the thoroughness, accuracy and dependability of results of work.

Productivity - Meets deadlines, adapts to changes, uses resources efficiently. Uses good judgment in establishing priorities.

Initiative and Creativity - Self-motivated, develops new methods and procedures.

Interpersonal Relationships - Motivates and develops others. Builds teamwork. Communicates with peers, subordinates and others. Cooperates with persons outside of department.

Supervisory Skills - Develops sound, practical solutions. Makes prompt decisions, accepts responsibility, resolves disputes.

Dependability
- Follows through to meet schedules. Makes sound decisions.

Makes positive contributions
. Consider the contributions made to the improvement of procedures and day to day working..

Professional Contribution - Contributions made on the part of the employee to the advancement of the industry.

VI.         PITFALLS IN MAKING PERFORMANCE APPRAISALS 

The “Isolated” Incident

A rating should not be based on a few isolated performance incidents. When this is done, the rating is unfairly influenced by non-typical instances of favorable or unfavorable performances.

The “Halo” Effect

The “Halo” effect occurs when one factor influences ratings on all factors.  Examples: An employee’s work is of good quality, therefore, other ratings (such as those on promptness or work quantity) are higher than normal.  Another employee is frequently absent, with the result that the ratings on other factors are usually low.

The “Cluster” Tendency

The tendency to consider everyone in the work group as above average, average, or below average. Some raters are considered “tough” because they normally “cluster” their people at a low level. Others are too lenient.  “Clustering” overall ratings usually indicates that the rater has not sufficiently discriminated between high and low levels of performance.

Rating the Job and Not the Individual

Individuals in higher-rated jobs are often considered superior performers to those in lower-rated jobs. This normally means that confusion exists between the performance appraisal and how the job has been evaluated.

Length of Service Bias

There is a tendency to allow the period of an individual’s employment to influence the rating. Normally, performance levels should be higher as an individual gains training and experience, but this is not always the case.

Personality Conflicts

Avoid judgments made purely on the basis of personality traits. Effective, efficient employees do not necessarily agree with everything a supervisor believes in or states.

VII. SUGGESTIONS
 

Consider the entire appraisal period. Try to enumerate high points and low points in performance, then assign a rating that typifies the individual’s normal performance. Do not attempt to assign a rating to a performance indicator and then create justification to support it. Be able to explain the reason for each rating.

Rate each indicator independently. When evaluating more than one person simultaneously, it may be helpful to rate all employees’ performances on one indicator rather than one employee’s performance on all factors. Use the summary evaluation to give substance to individual factors.

In a group of people in similar jobs, performance is likely to be spread over most performance categories. Review your own record as a rater. Check the tendency to be either “too tough” or “too lenient” in your appraisals.  Consider how an individual is performing in relation to what is expected.

Rate the person’s performance, not importance of the job.

Recognize that some people may never achieve top ratings, regardless of length of service. Watch closely the progress of newcomers and be ready to recognize superior performance if it is achieved.

VIII. SUMMARY
    

It is incumbent upon each employee, regardless of level or category, to perform in an exemplary manner reflecting those principles and disciplines upon which this institution was founded. Used constructively, this program of performance evaluation can prove to be a valuable tool regarding individual career advancement, and result in increased productivity throughout all areas of this Company

       

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