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.ERFORMANCE APPRAISAL.ERFORMANCE APPRAISAL1.SNEHA PARMAR.2.ANNU KANDA.

3.PRIYANKA SAMANI

4.DHARTI RANA.

5.PRIYA MISTRY.6.MEGHA POWAR.7.

8.

9.

10.

11.

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Encouragement is the

.key to performance

Reward is even greatersource of encouragement

when it's beyond justwords

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Performance Appraisal in CallCentre.

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Introduction

Commitment &Effort from theemployees.

The participativestyle:

For eg: Work teams,

Quality circles &Regular performance

appraisals.

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Meaning

Performance appraisal-

It is a method of evaluating the behaviour of

an employee at the work place, normally includingboth quantitative and qualitative aspects of job

performance.

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Process of obtaining, analyzing and recordinginformation about the relative worth of anemployee

Powerful tool to calibrate, refine and rewardthe performance of the employee.

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DefinitionFlippo:

"Performance appraisal is the systematic, periodic

and an impartial rating of an employees excellence

in the matters pertaining to his present job and his

potential for a better job."

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Focus is measuring and improving the actual

performance of the employee and also the future

potential of the employee.Aim- is to measure what an employee does.

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AimsFeedback.Training needs.Basis for personnel

decisions.Organizational diagnosis

and development.Facilitates

communication-employee &administration.

To improve performancethrough counselling,coaching anddevelopment.

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Objectives

Judge the gap - the actual and thedesired performance.

To help the management in

exercising organizationalcontrol.Strengthen the relationship and

communication superior subordinates &

management employees.To diagnose the strengths and

weaknesses of the individuals.

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Clarity of the expectations and responsibilitiesof the functions to be performed by theemployees.

Judge the effectiveness of the other HRfunctions of the organization ( recruitment,selection, training and development.)

To reduce the grievances of the employees.

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rocess of PerformanceAppraisalEstablishing performance standards &Communication standards expectation

Comparing with standards Measuring the actual performance

Discussing results( )providing feedbacks -Decision making taking corrective action

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Communicating the standards to employees

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ctual Performance

Days

Measuring Actual Performance

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etPerformane tandards

Days

ctual Performanc

Days

Deviation

Comparing Actual Performance with Standards decided

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Discussing Actual Performance

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Offering Guidance / Taking Corrective Action

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METHODS OF PERFORMANCE

APPRAISAL

Traditional methods Modern methods

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Traditional methodsConfidential reports

Ranking method

Grading methods

Graphic rating scalesChecklist method

Critical incident method

Essay method

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Confidential report

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Ranking methodAdvt:Simple to understand

Less expansive

Less time consuming

Disadvt

Highly subjective

Possibility of ratersbias

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Graphic Rating ScalesAdvt:

Simple & easy tooperate.

Economical &uniformity.

Disadvt:

Heavy pressure on

rater.Time consuming as

lot of paper work isdone.

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E xa m p leFactors/considerations-

Quantityof output

Quality ofoutput

integrity initiative

ExcellentVery good

Good

Average

Below average

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Checklist methodStatements are askedDoes the employee work best under the

tension?......( )

Does they make mistakes frequently?.( )

Does he keep ahead of schedule?( )

Does he follow the instructions of hissuperior?........( )

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Critical incident method

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Essay method

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Modern methods

Management by objectives (MBO)

Assessment centre

360 degree appraisal

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360 degree appraisal

Advt:

Systematic datacollection.

Self development.Disadvt:

Sense of insecurity.

Involvement of manyraters.

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Assessment centreAdvt:Defines the criteria

Forecast futureperformance

Reduces raters bias

Disadvt:

Influence of subjectiveelements.

Employees may react innegative manner.

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MBO

Advt:Better team work.

Objective & result

oriented.Optimum utilisation ofresources.

Disadvt:

Not suitable to alljobs.

Not flexible.

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Merits & Demerits

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MeritsSuitable placementAssistance in self

improvement

Incentive to grow &develop

Cordial employer-employee relations

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Effective trainingprogramme

Human resourcesplanning &development

Employeecommunication

High employeemorale

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DemeritsTime consumingLimited stress on self

improvement

Absence of uniformstanderds

Helo effect

Horn effects

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Personal biasCentral tendency

Leniency in rating

Recency effectPrimacy effect

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ALL CENTERS IN INDIA

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INBOUNDSERVICES

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UTBOUNDSERVICES

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OBAL CONTACT CENTRE PO BRAND

UTSOURCING SOLUTION COMPANY

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EAD QUARTER MUMBAI

NITED STATES

NITED KINGDOM

EW ZEALAND

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v o work as a Business,artnerv ,o seedv urture andv evelop a long termassociation

ETHOS

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ISSION OFQA

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all Recordingapturethe" oice ofhe "ustomer

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CARE

areer planning

apid growth and development

mple opportunitmployeecentric

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Outstanding work environment Excellent growth opportunities -Family feeling between members

Ongoing appraisal Grievance cell

Respondez motivates its people via:

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Cultural elephone etiquetterocess trainingConversational

Listening

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ccent neutralization

.ime management

&elling Marketing

APPRAISAL AT SPANCO TELESYSTEM PVT LTD

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SPANCO

SPARSH RESPONDEZ

Can be briefly explained as below:

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DOMESTIC.

INTERNATIONAL

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ow is the structure of personnel and HR department?

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HR Accounts Department. Training & Developme

Attendence.

Recruitment.

Remuneration & Compensation.

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How frequently do appraisals take place?

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re the appraiser trained for doing the appraisals?

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What are the main purposes of these appraisals?

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To motivate people to work

To attain better results

To increase the work efficiency

To know whether the candidate who is working is suita

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n what criteria is the performance measured?

There are certain parameters on which the

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Attendance

Service level

There are certain parameters on which theperformance is measured, few are listed below:

K t t k d d b h k d

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SERVICE LEVELS.

INBOUNDSERVICES

OUTBOUND SERVICE

Key parameters tracked and benchmarkedagainst Service Level .

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raisal interview held? How do the appraisers prepare for th

Th i l h ld i S i l R &

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The appraisals are held in Special Rooms &@ Special Day.

The appraisers are trained & provide withrelevant & correct information regarding thecandidate and his work .

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.

e the standard performance levels & key performance a

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The standard performance level is 85% of successfulcalls resolved i.e. more than 85% of the problems must

be solved . The caller must be satisfied with the solution provided

by the employee.

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How are the appraisees evaluated?

On their performance.

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On their performance.The quality service they provide to thecustomers.

AS, The main crux of our call center is toprovide quality service at minimum cost andin minimum time.

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What are the problems faced?

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There may be a chance of biased appraisal

Some candidates may find it difficult to openup.

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w are the employees motivated to perform better

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How is the need for training assessed?

After appraisal process is fully done

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After appraisal process is fully done.It becomes clear where the appraisee is lacking behind.

That area is considered training & development program isarranged.

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How do you follow up?

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Open

Strictly based on the performance of the individual

Some examples of the methods followed by SpancoTelesystem Pvt Ltd are given below:

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Work is performed neatly andis accurate. Work is consistent,thorough and complete.

Observations

Outstanding.Exceeds expectations.

Meets expectations.Improvement needed.Unacceptable.Not applicable.

Quality of Work.Quality of Work.

Telesystem Pvt.Ltd. are given below:

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J b K l dJ b K l d

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Understands The Job

Requirement & Has SpecificContent Knowledge WhereAppropriate.

Observations

Outstanding.Exceeds expectations.Meets expectations.Improvement needed.Unacceptable.

Not applicable.

Job KnowledgeJob Knowledge..

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