IDENTIFICATION OF TRAINING NEED
Target Person/Group:
Department/Section:
Title of Training to be imparted:
Purpose of the Training:
TRAINING NEED IDENTIFICATION
RATING SCALE Expected Level Present Level
5 4 3 2 1 0
Excellent Very Good Good Satisfactory - Poor
TNI = EXPECTED LEVEL OF PERFORMANCE OF ATTITUTDE/KNOWLEDGE/SKILL
(-) Subtract
PRESENT LEVEL OF PERFORMANCE OF ATTITUDE/KNOWLEDGE/SKILL
EVIDENCE /DATA COLLECTED FOR TNI
Target Subject for which Training aimed for :_______________________________________
Expected Level Performance (Please Quantify)_________(Co-relate data with above ratings)_________
Present Level Performance (Please Quantify)_________(Co-relate data with above ratings)_________
Difference in Levels ____________( i.e. Difference in Ratings)
Reason mainly Contributed to: JOB-RELATED BEHAVIOURAL
(PLEASE TICK)
What kind of Training Do you Recommend?
a) On the Job Training b) Off the Job Training c) In-house d) by External Agency
e) Theoretical f) Practical g) Job Rotation/Transfer h) Any other Type
Please Specify___________________
Probable date(s)/duration when you can depute above target group for Training_________________
If you know any Agency/Consultant who imparts above Training, please specify________________
_________________________________________________________________________________
Any other Suggestion, please Contribute________________________________________________
Signature of HOD____________________
To: HRD for necessary action:
xxxxxxx
HR DEPARTMENT
TRAINING NEED IDENTIFICATION FORMAT
TARGET GROUP: SUPERVISORS AT xxxx
TITLE OF TRAINING PROGRAMME: SUPERVISORY DEVELOPMENT PROGRAMME
NAME OF APPRAISER: MR. SIVARAMAN
Thro’ Mr.A.BOSE/MR.VASUDEVAN/MR.JAMBUNATHAN
Sl.No. Subject Knowledge Must Nice to Not Any
Know know Required Comment
PLEASE TICK
1. Role of a Supervisor
2. Role of Sub-ordinates
3. Knowledge of Budgeting & Planning
4. Knowledge of Monitoring & Controlling
5. Knowledge of Discipline
6. Knowledge of Conducting Meeting
7. Knowledge of Reporting
8. Knowledge of Labour Laws
9. Knowledge of modern Productivity Methods
10. Knowledge of Quality Concepts
11. Knowledge of Housekeeping
12. Knowledge of Safety Measures
13. Knowledge of Methods of Improvements
14. Knowledge of Routine Working
15. Knowledge of Value Analysis
16. Knowledge of Cost Effectiveness
17. Skill of Effective Communication
18. Skill of Leadership
19. Skill of Decision Making
20. Skill of Interpersonal Relationship
…………………..2
: 2 :
Sl.No. Subject Knowledge Must Nice to Not Any
Know Know Required Comment
PLEASE TICK
21. Skill of Motivation
22. Skill of Time Planning
23. Skill of Counselling
24. Skill of optimising Machines and
Man-power
25. Skill of minimizing Paper work
26. Skill of increasing Productivity
27. Skill of getting things done
On time
28. Skill of developing Positive
Work Culture
29. Skill of up-dating knowledge
30. General awareness on where the
organisation moves
SIGNATURE OF APPRAISER____________________________________
FORWARDED TO: HR MANAGER
ORGANISATION NAME
EVALUATION OF TRAINING PROGRAMME
I (To be completed by HR Department)
a) Title of Training Programme______________________________________
b) Name of the Trainer: _______________________________________
c) Date and Duration _______________________________________
d) Venue _______________________________________
II (To be completed by the Trainee)
a) Name of the Employee Code No.
b) Department: Designation:
aluation: Ratings:
Excellent Good Satisfactory Poor
A) To what extent do you rate the said
Training Programme?
B) To what extent did you understand
New concepts/knowledge/skill?
C) To what extent this programme will
Be useful on your present job?
D) To what extent do you appreciate
Training Methodologies used in this
Training Programme?
E) To what extent do you rate the administration
Arrangements such as seating, ventilation,
Tea, coffee, etc.?
F) What difficulty did you face in the above
Training such as Communication, Case Studies, __________________________________
Methodologies or time limits etc? Please specify
G) Do you recommend the above-said Programme YES NO
To other employees? (Please Tick)
H) Any Other Comments suggestions? _________________________________________
Signature of Employee/Trainee
Forwarded to HR Department:
....8
EVALUATION FORMAT ON TRAINEES/PARTICIPANTS
(To be completed by the Trainer)
Name of the Trainer:
Address:
Date of Training Programme:
Title of the Training Programme:
RATINGS: EXCELLENT GOOD SATISFACTORY POOR
1. How do you rate the interest of the
Trainees in participation in the
Said Training Programme?
2. How do you rate the present level
Of target purpose of the Training?
3. How do you rate the Administration
Arrangements provided by the Company?
4. Any suggestion for Improvement? _______________________________________
Signature of Trainer
Forwarded to HR Department
(SAMPLE FORMAT)
AGREED OBJECTIVES, RELATED ACHIEVEMENT AND TRAINING NEED ANALYSIS
NAME OF THE EMPLOYEE
DESIGNATION DEPARTMENT/SECTION
OBJECTIVES ACHIEVEMENT TRAINING NEED ANALYSIS
Specify and quantify Express achievement against Specify any training needs identified
Objectives clearly and simply agreed objectives in comparing achievement with objectives
1. To have arranged at least six 1. Objective met formally. Further formal training as a practical
Quality Sub-Committee Meetings Although proposals to engineer is not required.
From which specific proposals to reduce scrap were made,
Reduce scrap emerge. Inadequate follow-up action The failure to meet objective 5,
Was taken. Nevertheless and the partial success in 1 and 3
The agreed level of the indicate ability in planning and
Unit scrap Index was organising work, and in controlling
Satisfactory. Activities.
This employee must be helped
In his developing self-confidence.
2. To reduce the 2. This target was
number of original achieved at a figure of
equipment returns by 12%. There were fewer
10%. customer complaints.
3. The present reject 3. The required
rate for goods inwards improvement was
to be reduced from 5% made. Yet the
to 4%. number of
complaints made
4. No serious against bought out
complaints on the parts increased.
operation at those
inspection procedures 4. Objective met – no
specified by outise serious complaints
agencies. received.
5. To have budgeted for the 5. When the new
requirements for new test product range ....
equipment in respect of new was introduced in
product .... and ensured that
all essential equipment had March...., three
been obtained on time. items of test eqpt.
Were not avilable.
Overall evaluation of
Achievement **
Outstanding Good Satisfactory Poor
Signature of Job-holder_______________
(The signature above indicates that the achievement and training needs analysis has been discussed and
agreed with the job-holder; and that he has been informed of the overall evaluation of achievement).
MEASURING EFFECTIVENESS OF TRAINING PROGRAMME
All Training Programmes are to be evaluated and measured to verify the Effectiveness and the same
will be informed to Management regularly.
There are so many methods to Measure the Effectiveness of Training Programmes. Some of them are
as follows:
a) Personal Discussions
b) Case Studies
c) Questionnaire
d) Demonstration
e) By observation for a specific period
f) Role Play
METHOD:
Immediately the training programme is over, we cannot know the result of his learning from the training
unless he is tested or observed for a specific period. Change in the target purpose of the Training will
give the effectiveness of the Training Programme. Data must be collected before and after attending the
Training Programme in the following months. Data collection is one the important measurements in
finding the effectiveness of the training programme. Measurement of effectiveness is very important so
that the Management is satisfied and justified on the expenditure on Training Programmes.
The ultimate aim of the training programme is to achieve
- Continuous Improvement
- Change-in-Attitude
- Cost Saving
- Total Productivity
- Scope for development
WE HAVE DESIGNED A SIMPLE FORMAT FOR MEASURING THE EFFECTIVENESS OF
EACH TRAINING PROGRAMME. YOU MAY MODIFY IT ACCORDING TO YOUR
REQUIREMENT AND IMPLEMENT THE SAME IMMEDIATELY.
Once the Training Programme is over, never feel that your job is over. Then only your real job starts.
HR Manager is to consult HODs for designing the methodology for measuring the effectiveness of
training programmes. The measurement is important for training programmes given both by internal
sources as well as external agencies.
Measuring effectiveness on job performance is possible because data is available whereas measuring
effectiveness on Behaviour is very difficult. But still the Change in Behaviour, approach, etc. Can be
felt and measured accordingly.
HR Department will consolidate all data on effectiveness and show it on Graphs about the trend in
direction of improvement. Also the effectiveness will help Management to enlist the efficient Trainers
in their list.
Format: As follows:
FORMAT ON MEASURING EFFECTIVENESS OF TRAINING PROGRAMME
(TO BE COMPLETED BY BOTH HOD AND HR MANAGER)
Name of the Targeted Person/Group:
Department:
Designation:
Name of the Training Programme Attended:
Training Programme Conducted by:
Date of Training Programme: Duration:
Date from which Study/Observation started:
Date of completion of Study/Observation :
Name of the Evaluator/Observer:
Whether the concerned Employee knows that he was under observation: YES NO
What Evaluation Methodology you adopted? (Please specify)
Like Job Performance, Change-in-Attitude/Approach, Questionnaire/Role Play/Job Rotation, etc.
MEASURING EFFECTIVENESS: (Measuring Functional Related or Behaviour Related)
JOB PERFORMANCE (Please Tick) ATTITUDE
5 Excellent 4 Good 3-2 Satisfactory 0 – No Improvement
Expected Level Present Level Past Level
(targeted thro Training) (After Training) (Before Training)
DATA (IF AVAILABLE)
1. Expected Level of Knowledge/Skill/Attitude(Quantify by co-relating with above Ratings)
_________
2. Present Level of Knowledge/Skill/Attitude(Quantify by co-relating with above Raings)
(After Training) _________
3. Past Level of Knowledge/Skill/Attitude (Refer TNI Format)_________
4. Difference in Levels (Quantify)
Expected Level or Present Level (-) Subtract Past Level Performance
= Effectiveness.
(Quantification may be done thro Numbers, percentage, graph, logical sense, or some
feedback, cost benefit, etc.).
It is always better to convert above Numbers and ratings into Cost.
For example, improvement in Punctuality, convert the same into cost; before training and
after training and see the effectiveness.
For example, improvement in Safety Awareness, convert the data into cost like saving on
Man-hours, materials, cost of accidents, etc.
Please also note that: You can co-relate the expenditure on Training and its benefits thro Effectiveness
By arriving cost benefits obtained by the Company thro’ Training.
This is an important MIS data to the Top Management because when they give Budget approval, they
will keep the same into consideration.
Effectiveness of all Training Programmes may be reviewed in Management Review Meetings by
supplementing data on Cost Benefits.
SOME OF THE NEED IDENTIFIED TRAINING PROGRAMMES
Managerial level: (From Supervisory Level Upwards)
1. Management Development Skills
2. Communication
3. Motivational Skills and Role Model
4. Planning and Execution
5. MIS Techniques
6. Statistical Quality Control Techniques
7. Functional Conflicts
8. Stress Management
9. Time Management
10. Leadership Quality
11. Listening Skill
12. Negotiation Skills
13. Win-Win Approach
14. Quality Audits
15. HR Audits
16. Team Leaders – Required Skills
17. Corporate Culture Practices
18. Quality Policy – Evidences and Transparency on the Job
19. Profit Center Head- What are all Practices and Techniques?
20. Sub-ordinate Development
21. Training Need Identification Techniques
22. Training Evaluation
23. Measurement of Effectiveness of Training Programmes
24. Employee Performance Evaluation Techniques
25. Continuous Improvement Practices – Evidences
26. House-keeping Audits
27. Zero Defects Approach – Practices
28. Different Maintenance Schedules and its execution
29. Value Addition
30. How to bring Bench-mark in each activity?
31. Employee Counselling Techniques
32. Quality Costs
33. Achieving Total Productivity
34. Effective Vendor Development – Techniques
35. Inventory Control – Techniques
36. Project Leader – Result-oriented Techniques and Approaches
37. Succession Planning
38. Designing Formats and Records (In a simple but effective way)
39. Internal Quality Audit Techniques
40. Closing NCR – Techniques
41. Training on Quality Policy Awareness – Methods
42. Zero Paper Work – Methods
43. Eye on details – how to develop?
44. Multi-leadership skills on Knowledge
45. Delegation of Work and Monitoring
46. Decision-making Skills
47. Automation and Mechanisation – New Approaches
48. Innovations
49. Customer Satisfaction – Evidences
50. Man-power and man-hour Utilisation (Result-oriented)
TRAINING NEEDS IDENTIFICATION FOR BELOW SUPERVISORY LEVEL
1. Personal Cleanliness
2. Change-in-Attitude
3. Communication
4. Reporting Skills
5. Saving Awareness
6. Quality Policy Awareness and practices
7. Housekeeping
8. Safety Measures
9. Value of Punctuality
10. Team Work
11. Quality Concepts – Awareness
12. Productivity – An understanding
13. Win-Win Approach
14. Control of Re-work/Rejections
15. Re-Conditioning of tools, etc.-Techniques
16. Attitude during Maintenance Schedules
17. Evidence of Quality Policy on his Job
18. Corporate Culture – Practices at his level
19. Sharing Knowledge
20. Training Techniques
21. Cost Saving Awareness
22. Job Related – Skill Development Techniques (Technical)
23. Knowledge of Labour Laws
24. Good Manners and Good Habits
25. Motivational Factors
26. Learning Techniques
27. Listening Skills
28. Know your esteem level and develop it.
29. Handling Formats and Records
30. Simple and basic knowledge in English
31. You may identify some more training programmes such as above and up-date your
Master Training Records.
TO BE UP-DATED THRO’ INTRANET/LAN
Organisation Name
DAILY PERFORMANCE EVALUATION
(TO BE UP-DATED BY HOD/SUPERVISOR/SHIFT ENGINEERS)
Name Employee Code No.
Designation Department/Section
PROCEDURE FOR PERFORMANCE RATINGS:
(+ve) (-ve)
0
Positive & Routine Negative &
Constructive Destructive
+5 = Excellent +4 to +3 = Good +2 = Satisfactory +1 = Poor but scope for improvement
Negative Ratings start from -1 to derived negative ratings.
1. If it is Routine Performance, no need to open the Intranet and give ratings. It automatically
Shows Zero.
2. If his performance is extraordinary towards Positive, please indicate the ratings.
3. If his performance is towards negative, quantify the damage and award negative ratings
accordingly.
4. In the year-end, cumulative total by taking both positive and negative ratings, end result
Of actual performance ratings will be arrived.
5. According to ratings, increment, promotions etc. Will be decided.
ADVANTAGES:
1. This is one of the best and effective methods of evaluating the employees since his/her
Daily performance is taken into account.
2. This will also nullify the negative or positive influences at the time of conventional
Performance evaluation methods.
3. The evaluator/Appraiser need not have to remember year-long incidents or behaviour
Effects in his mind because it is then and then rated.
4. It also indicates the employee’s involvement and consistency on the job.
5. You have to authorize and give pass-words to the restricted officials only to access the
Performance Ratings file on the intra-net.
DERIVE THE FORMULA:
- According to the ratings, derive the increment formula or promotion procedures.
- For every Positive or negative ratings, evidences must be there.
- This system will give a very strong un-biased decision-making on increments.
APPRAISE THE EMPLOYEE
- Whenever you give any ratings Positive or Negative, apprise and counsel the employee
Concerned. Let him note it so that in the year end, he need not have any confrontations.
- Once a month or quarter, give his cumulative performance ratings with proper counselling.
- If it is always towards positive, you notify the same on the Notice Board.
- If it is always towards negative, take immediate remedial action .
FORMAT.........PTO
TO BE UP-DATED THRO’ INTRANET/LAN
Organisation Name
DAILY PERFORMANCE EVALUATION
(TO BE UP-DATED BY HOD/SUPERVISOR/SHIFT ENGINEERS)
Name Employee Code No.
Designation Department/Section
Sl.No. DATE BEHAVIOUR TRAIT +ve -ve Evidences
1. Personal Cleanliness
2. Hygiene Practices & Housekeeping
3. Punctuality & Attendance
4. Job Knowledge
5. Communication
6. Reporting skill
7. Time planning
8. Motivational skill
9. Team Work
10. Trouble Shooting
11. Inter-personal Skills
12. Up-keep of records
13. Quality Awareness
14. Continuous Improvement
15. Planning
16. Follow-up
17. Creativity & Innovation
18. Cost Saving
19. Training
20. Any other relevant Skills ( You may add)
Cumulative Total (Year End)
Name of Appraiser:____________________
*For all +ve or –ve ratings, keep evidences and immediately inform the concerned employees.
As per cumulative +ve and –ve, decide the increments or any further scope.
ORGANISATION NAME
SELF PERFORMANCE EVALUATION FORMAT
(FOR SUPERVISORS AND ABOVE)
Name of the Employee Designation
Department Date of Joining
To whom he is reporting?
How many employees are reporting to him?
Sl.No. Job Performance Response
1. Please give your job details in brief.
2. Where do you implement Company’s
Corporate Culture Practices on the job?
3. How do you up-date your job-knowledge?
4. What do you consider as Support that influenced
your success/failures on the job?
5. What is/are your motivational factors that influence
Others for success ?
6. What are the motivational factors that you follow
From whom?
7. Do you consider your sub-ordinates are your
your strength or weakness?
8. In which Communication direction do you feel
Effective or difficulty, whether upward,
Downward or lateral? Give evidences.
9. Do you want to contribute any creative or innovative
Ideas and if so, please enumerate?
10. Can you manage Time and if so or not, please
Give details with incidents?
11. What are welfare measures do you propose?
12. What is your opinion on de-centralisation of
Authority and responsibility?
13. Your suggestions on improvement on Quality, product
Features or service or man-power planning and its development?
14. Your suggestions on Training Programmes
15. In which are all the areas cost can be controlled?
16. How to control the Paper work and streamline the work procedures?
17. Your suggestions on System improvement?
18. Your suggestions on inter-personal relations improvement
19. Your suggestions on smooth coordination with other departments
20. **Company can add more questionnaires relevant to their organisation as above
After submission by the concerned employee, you consolidate and give ratings according to the
Effectiveness. This can be arrived by quantifying the value of the suggestions of each employee.
From the findings of the effectiveness, you may correct your policy, systems, etc.
Accordingly.
ORGANISATION NAME
EMPLOYEE PERFORMANCE APPRAISAL ( HALF-YEARLY)
(FOR SUPERVISORY CADRE AND ABOVE) PERIOD FROM ___________TO__________
NAME: CODE NO.
Designation Dept./Section
Date of Joining
___________________________________________________________________________________
___
Performance Category Definition of Ratings
Outstanding 5 Exceptional contribution well in excess of job requirements. Needs little supervision
Very Good 4 Better than average performance. Shows good development and potential
Good 3 Adequately meets requirements of job. Average performance and potential for development.
Average 2 Barely meets requirements of job. Needs improvement.
Poor 1 Does not meet requirements of job and has reached performance ceiling.
Indicate the rating from 1 through 5 which best describes the employee’s performance in each of the following Categories.
RATING
Sl.No. BEHAVIOUR TRAITS ------------------------------------
TOTAL APRIL- OCTOBER-
SEPT. MARCH
1. ATTENDANCE &
PUNCTUALITY
(Timely arrival ,leave planning, Prior Approval,
leave schedule, Etc.)
2. PERSONAL CLEANLINESS
(Wearing ID Card, trimmed -hair and nails,clean dress,etc,)
3. JOB KNOWLEDGE
Understands what he is doing. Handles changes
easily and Learns new things Knows principles
and methods Of His job process/system
4. ATTITUDE
Willing to work hard,assume / Added responsibility,plans and
Meets schedules and commit-
Ments, Produces reliable Results.
5. MOTIVATION
Shows strong desire to accomplish things, Possess ‘self’
Starting ability,Performs job With minimum amount of
Supervision, Ability to over- Come obstacles, Strong desire
To rise to top, Promptness In making decisions.
6. ANALYSIS
Thinks through complex & Difficult problems before
Coming to a decision Keeps personal feelings out
Of situation
7. CREATIVITY/ORIGINALITY
Demonstrates ability to organise ideas Approached problems
with inquisitive mind Looks for new/improved methods in his job
8. LEADERSHIP
Effective in dealing with people Effectively evaluate people
Inspires loyalty in sub-ordinates. Can reprimand without incurring resentment
Generates confidence
Has capacity to generate enthusiasm
Concerns for sub-ordinate development
…..2
…. 2 …..
RATING
Sl.No. BEHAVIOUR TRAITS ------------------------------------
TOTAL APRIL- OCTOBER-
SEPT. MARCH
9 COMMUNICATION
Demonstrate ability to express himself well
Expresses ideas simply, concisely and effectively
Sells ideas in persuasive and logical manner
10. ORGANISATION & PLANNING
Plans and organises work efforts effectively
Time planning and execution is effective
Supervise thro delegation, schedule follow-up and
Control
11. HOUSE-KEEPING & HYGIENE
Right things at right place
Maintains good work place
Adopting safe work practices
12. TRAINING & LEARNING
Learning new skills
Sharing communication
Training others
13. SYSTEMS & PROCEDURES
Follows Systems and Procedures
Good work habits and methods
14 TEAM WORK
Builds team work culture
Works for consensus approach
Participative approach
15. SUGGESTIONS
Contributes valuable suggestions
Accepts new suggestions
16. DECISION MAKING
Strong in decision-making
Takes quality decisions
Has convincing ability
17. WORK STRESS
Willing to work hard
Enjoy working
Accepts additional responsibility
18. INTER-DEPARTMENTAL/
CLIENT’S RELATIONSHIP
19. QUALITY CONSCIOUSNESS
20. SCOPE FOR DEVELOPMENT
TOTAL
OVERALL AVERAGE RATING
….3
: 3 :
COMMENTS BY HOD (APRIL -SEPT.2001)
COMMENTS BY HOD (OCTOBER- MARCH,2002)
TO: DIRECTOR : FOR HIS COMMENTS AND APPROVAL
TO HR MANAGER FOR NECESSARY ACTION
QUARTERLY PERFORMANCE APPRAISALS;
Kindly design the Quarterly Performance Appraisals as above by inserting the quarterly periods
Such as April- June, July-September, October-December and January-March.
UN-BIASED APPROACH OF EVALUATION (PROCEDURES AND TECHNIQUES)
(A guideline to all Managers and Appraisers)
1. INTRODUCE DAILY PERFORMANCE EVALUATIONJ ON COMPUTERS
2. GO AS PER ISSUES OR PROBLEMS AND NOT PERSON-ORIENTED.
3. ANALYSE THE BEHAVIOUR OF THE PERSON WITH UN-BIASED APPROACH.
4. DEVELOP LISTENING SKILL
5. ASK QUESTIONS
6. BE EMPATHY WHILE LISTENING TO OTHERS
7. UNDERSTAND COMPANY’S EXPECTATIONS AND MATCH IT WITH EMPLOYEE PERFORMANCE
8. DON’T GET INFLUENCED BY ANY ATTITUDE.
9. DON’T JUMP TO THE CONCLUSIONS
10. ARRANGE TRAINING PROGRAMMES FOR MANAGERS ON EVALUATION TECHNIQUES
11. DEVELOP CASE STUDIES AND LET THEM ANSWER IT.
12. DEVELOP ROLE PLAY CASE STUDIES
13. KEEP ORGANISATION TOP PRIORITY AND NOT PERSONAL DIFFERENCES
14. BE RESULT-ORIENTED AND EXPECT OTHERS TO FIT IN THE PERFORMANCE
15. TRY TO QUANTIFY ALL BEHAVIOURS AND IMPROVEMENTS.
16. GIVE VALUE TO EACH QUANTIFICATION SO THAT IT FITS IN THE RATING OF PERFORMANCE.
17. RATINGS SHOULD MATCH THE SERIOUSNESS OF THE PROBLEMS OR GAINS.
18. RATINGS MUST INFLUENCE THE CONSISTENCY OF THE PERFORMANCE.
19. DEVELOP OPEN DISCUSSION METHODS.
20. HAVE A MINUTE STUDY BOTH BEHAVIOUR AND IMPROVEMENTS.
HOW TO CO-RELATE THE RATINGS WITH PERFORMANCE, QUALITY AND FURTHER
SCOPE
The findings of the Performance Ratings are very important for deciding
- Rewards
- Training Needs Identification
- Further Scope
If you decide Ratings from 0 to 5, that is Poor to Excellent, each ratings must be justified
With quantification of job performance. Have evidences and incident reports.
Data will speak the ratings given to the employees.
Take the initials of the employees while you inform the final ratings.
For example:
Ratings 5 will get full Reward (SOMETIMES PLUS ALSO)
Ratings 4,3,2,1,0 etc. Will get proportionate increments or reduced rewards.
The difference in Ratings will be a tool for identifying the Training Needs of the employees.
Develop the formats very scientifically and give no chance for any ambiguity.
Give a thorough training to your Managers and Supervisors on Evaluation Techniques.
Organisation expectation get top priority than the personal ends.
YOU SHOULD KNOW HOW TO LINK PERFORMANCE RATINGS
WITH QUANTITY THAT HAS BEEN PRODUCED OR SHOWN THRO’
ATTITUDE DURING THE PERFORMANCE PERIOD UNDER REVIEW.
EACH MIUTE JOB SKILLS AND ATTITUDE SKILLS MUST BE TAKEN
INTO CONSIDERATION WHILE EVALUATING YOUR EMPLOYEES.
HAVE AN UN-BIASED AND JUSTIIFIED APPROACH.
Keep Scales as follows:
Quantity
Performance Ratings Rewards (may be increment/promotion/merit rewards) (evidences)
5 100% (sometimes plus also)
4.5 –5 100%
4.0-4.5 90%
3.5-4.0 80%
3.0-3.5 70-75%
2.5-3.0 50-60%
less 2.5 As per company’s policy
ORGANISATION NAME
FORMAT ON RECOMMENDATION OF CONFIRMATION/EXTENSION/TERMINATION
OF PROBATIONARY/TRAINING PERIOD
(TO BE COMPLETED BY CONCERED SECTION/DEPARTMENT HEAD)
1. Name of Employee
2. Employee Code No.
3. Department/Section
4. Designation
5. Date of Joining
6. Probation/Training Period From ---------------------- To ------------------
7. Overall Average Performance Rating ---------------
8. Recommended for CONFIRMATION w.e.f----------------
(Please tick appropriate Box)
EXTENSION FROM -------------- TO------------
TERMINATION w.e.f.----------------
(If Extension/Termination is recommended, please specify the reasons in brief)
------------------------------------- --------------------------------------------
Signature of HOD Signature of HR/Personnel Manager
To: TD for approval (He may specify salary/designation revised if any)
to: HR/Personnel Dept. for further action
ORGANISATION NAME
(DEPARTMENT)
Date:
Sub: Punctuality
Sl.No. Name Expected Actual Reason Cumulative
Time of time of total(Total
Arrival Arrival late coming during
The month)
Reason: Genuine/Not Genuine
Reason (specifically Contributed to):
ANALYSIS
RECOMMENDATIONS
SIGNATURE OF HOD
FORWARDED: P & A DEPARTMENT:
