There are many indicators of performance within an organisation, these assessment methods can be used in combinations. It is important for a company to choose indicators that align with their organisation’s goals and assessment methods that effectively appraise those indicators. One common method of measuring performance is performance appraisals.
In my performance appraisal at McDonald's with my line manager, we discussed a pay rise, my performance against the set objectives and standards, which where agreed in the previous appraisal, new objectives/ targets for me for example how to improve customer service skills. I was told what I was doing well and what I needed to improve. I was also given a choice to voice my opinion and talk about issues that I wanted to discuss such as grievances. There where benefits for both me and the organisation from these appraisals:
-They helped with my motivation, attitude and behaviour development at work and gave me a sense of direction.
- Recognition for my effect made me want to try harder.
-It communicated and aligned my individual aims with the organisations aims.
-opportunity to gain feedback good and bad
- Identified my training needs
- Identified if the recruitment and selection process was effective
-It encouraged a positive relationship between me and my manager.
-It provided a formal, recorded, regular review of my performance, and a plan for future development, which made it feel like the company cares about my development.
- It was essential for my career and succession planning, for me and for the organisation as a whole.
There are different types of appraisals:
Manager Appraisal: Where a manager appraises the employee’s performance and delivers the appraisal to the employee. This is by nature top-down and does not encourage the employee’s active participation. Therefore doesn't always work, because the employee has no say in its development.
Self-Appraisal: Is when the employee appraises his or her own performance, comparing the self-appraisal to management's review. Self-appraisals can highlight discrepancies between what the employee and management think are important performance factors and provide mutual feedback for adjustment of expectations.
Peer Appraisal: Is when employees in similar positions appraise an employee’s performance. This method is based on the assumption that co-workers are most familiar with an employee’s performance. Peer appraisals are effective at focusing an employee’s attention on undesirable behaviours and motivating change.
Team Appraisal: Are similar to peer appraisal in that members of a team, who may hold different positions, are asked to appraise each other’s work and work styles. This approach assumes that the team’s objectives and each member’s expected contribution have been clearly defined.
360-Degree or “Full-Circle” Appraisal: Is when the employee’s performance is appraised by everyone with who he/ she interacts with, including managers, peers, customers and members of other departments. This is the most expensive way to measure performance, and it is generally used for key employees.
Effective performance management requires:
Deciding and communicating what needs to be done e.g. aims, objectives, priorities and targets, a plan for ensuring that it happens e.g. improvement and action plans. My performance appraisals where effective for the reasons given above, however the effect of an appraisal was short term. After my appraisal the decided plan was neither reviewed nor revised, until the following year at the next appraisal. A continuous cycle of improvement would have been more effective rather than a one to one with a manager I hardly new.
Also the line managers made it obvious that she disliked appraisals and tried to avoid them. To her the appraisals were daunting, time-consuming, an administrative chore and emotionally challenging. As a result the appraisals didn’t have much importance within the organisation which then defeated the whole purpose of them.
Mentor
Mentoring is when one person helps another to achieve something that is important to them. It is about giving help and support in a non-threatening way, in a manner that the mentee will appreciate and value and that will empower them to move forward with confidence towards what they want to achieve. Mentoring is about creating an informal environment in which one person can feel encouraged to discuss their needs and circumstances openly and in confidence with another person who is in a position to be of positive help to them.
After reviewing the article from The Times on mentoring I think a variety of skills are required. A good mentor should
-show a desire and a willingness to give up time to help others
-maintains a positive outlook, yet is able to be realistic and have a strong interest in their own growth and self-development.
-They should believe in the person they are mentoring and therefore encourage positive thinking.
-Should be able to give and receive constructive criticism and know how to challenge the mentee where and when it is appropriate.
-Should have a lot of experience and can use what they have learned when giving advice
- They need to be a good/active listener. This involves tuning in to what the mentee ha to say, giving them complete concentration, and waiting for them to finish, without diving in or making assumptions about what they are likely to say.
-They need to be able to be honest and have the ability to discuss both the mentees good and bad points.
-They need to be able to think of solutions to problems or new ideas if old ones are not working, the mentee will want to look up to them, and so they shouldn't struggle to solve problems.
-They should be able to challenge the mentee, help them learn new things and encourage change.
My Mentor
My biggest mentors are my friends as they are able to give me advise on any aspect of my life, this may be with studies, career, social life etc. They are able to make me aware of things I am doing wrong and are able to tell me better ways to do things. For example when I had a job interview I decided to adjust my CV to make it match the job specification, my friend helped me understand it is better to be truthful and relate what I have already achieved to the job specification. She was able to encourage me without telling me exactly what and how to do it differently. I think it works because we are comfortable with each other’s opinions and don't judge each other when we get things wrong. I am able to look up to them and we learn from each other mistake and improve how I deal with the same situations.
Conclusion
Performance appraisals are a way for a manager and employees to have a face to face meeting and therefore build a closer relationship. If employees have a good relationship with their manager they are more likely to work hard and therefore increase productivity. Both the company and the employees benefit from this experience so both should take it seriously. It helps the company to get the best out of their people and process.
References
Entrepreneurs: a mentor can tune your skills. (2008). [s.n.] Available from
http://business.timesonline.co.uk/tol/business/entrepreneur/article3778514.ece [Accessed 04 May 2010]
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