Performance Appraisal (2)

Performance appraisals are an opportunity for you and your employee to sit down together to work on performance goals and issues.

• Think of the review process as a partnership with your direct report.

• It is important to involve them in every stage of the appraisal process

If the leader has set clear goals at the start of the year and has been giving regular feedback throughout the year then there should be ‘no surprises’ during the end of year performance review [Ranjit Das]

Why We Fail?

More people fail not because they lack knowledge or talent but because they quit, because when Problem seem insurmountable, quitting seems to be the easiest way out……

The total secret of success lies in two words Persistence & Resistance . Persist in what must be done and resist what ought not be done.

The Facilities.

Is it normal to complain about the facility as an excuse for any bad performance we did, so our performance like now? Probably what more worthy of us to do is seek forgiveness (beg pardon of the Almighty), because we can not maximize the facility to achieve high performance like Doug Landis [http://www.mouthart.com/mouthart/frame_story.html]

Secret of Life, Business & Career..

7 Mantras to be followed in daily life:

1) Positive Attitude

2) Self Confident

3) Self Motivation

4) Dreams/Desire

5) Goals/Vision/Mission

6) Starts with Result in mind/heart

7) Mixture of above gives…Loud & Clear Tone…Flow energies from you…

Now, Practice…Practice…Only Practice of “Success Mantra” in each & every moments/daily life…With in one month…you will be yourself Happy & successful person.

[Keyur Shah, Senior Corporate Trainer]

Keywords

Head of Division: to lead, to manage, to make strategy, ...

Manager: to plan, to organise,, to control, designing action plan, budget, work program, ...

Asisstant Manager: to execute, to evaluate, ...

Composition of Responsibility

Responsibilty of Division Head is emphasis on decision-making (80% Decisions, 15% Analysis, 5% Operational)

Responsibilty of Manager: 60% Decisions, 30% analysis (with various alternatives solution as output), 10% Operational

Responsibilty of Assistant Manager: 30% Decisions, 40% analysis (with various alternatives solution as output), 30% Operational

Responsibilty of Staff (operator): 10% Decisions, 20% analysis, 70% Operational

Where are you in?

Do not be a head of division if you don't have capability to make decision

Do not be a manager if not able to analysis problem and generate some alternatives solution

Do not be an assistant manager if unable to assure operational properly

Do not be a staff/operator if you do not want to do the daily operational

Responsibility

An Assistant Manager is obliged to make SOP and work instructions in order to guarante operation affairs. He/she should not be confused when the staff/operator take vacation/sick

A Manager is obliged to analyze any problem happened, and proposed various solution alternatives. He/she does not let the problems never resolved (no solution)

A Head of Division is obliged to decide which solution is taken for any problems occur, lest any problems with the floating range of alternative solutions because it was never decided.

Just for Ourselves

We will never receive fortunes for other people's actions as those we also will never get misfortunes because of the actions of others . All matters depend on what we had done in the past. Therefore you should never feel loss for doing good although at that time appeared to be no advantage for us. Never try to do things that will harm others because one day will surely causing misfortune to ourselves.

Kita tak kan pernah menerima keberuntungan karena perbuatan oranglain sebagaimana halnya kitapun tak kan pernah mendapatkan kemalangan karena perbuatan orang lain. Segala hal yang menimpa kita pasti akibat ulah kita sendiri baik yang baru saja kita lakukan ataupun perbuatan kita beberapa waktu yang lalu. Dengan demikian jangan pernah merasa rugi untuk berbuat baik meskipun pada saat itu tampaknya tidak ada untungnya untuk kita. Jangan pernah pula mencoba untuk melakukan hal yang akan merugikan orang lain karena suatu saat kelak pasti akan menyebabkan kemalangan kepada diri sendiri.

Decision

Keputusan
Yang paling penting dari sebuah keputusan adalah asumsi yang digunakan saat keputusan tersebut diambil. Semakin akurat asumsinya maka semakin tepat keputusannya. Mengingat asumsi itu sendiri merupakan sebuah prakiraan maka jangan pernah takut untuk ambil keputusan. Yang paling penting setelah sebuah keputusan diambil adalah 'manaje keputusan tersebut' agar ekses negatifnya tetap dapat kita kontrol. Meskipun demikian agar sejak awal keputusan yang diambil tidak terlalu melenceng maka kualitas asumsi yang digunakan harus cukup baik. Asumsi yang baik dibangun atas dasar data, fakta dan pengalaman yang cukup.

The most important of a decision is an assumption that is used when the decision is taken. The more accurate (assumption ) the more appropriate decision. The assumption itself is a forecast, so it should never be afraid to make decisions. The most important thing after a decision is taken is 'manage the decision' so we can control the negative excess. However in order to make a good decision, the quality of the assumptions should be good enough. A good assumption is built on the basis of the data, facts and sufficient experience.

Performance Appraisal

The basis of employee development is a performance appraisal. Thus the performance appraisal system will greatly affect the quality of employee development. Unfortunately many organizations treat the performance appraisal not as daily activity, but considered as an yearly activity as the basis of compensation/incentive and employee development. Whereas if the performance appraisal is done every time a task accomplished by staff then the strength and weakness of staff will soon be known, so the appropriate development programs will be earlier known.

Assessing the quality of staff's work would be very time-consuming if the Boss should do this by his/herself. Surrendering this task to staff is a good idea, the boss just give the point.

System or People...

There are two approaches that can be selected when an organization wants to get a conducive working environment to achieve the vision and mission. Both approaches are:

1. implement a rigid system so that anyone who becomes a member of the organization, if not willing to follow the prevailing system should be out of the organization


2. recruit qualified people so that just by explaining the vision and mission of the organization, each member of organization with their respective capabilities will contribute positively to achieve organizational goals.

The first approach is suitable for manufacturing organizations where the activity was relatively stable (mechanical). As for the organization with more dynamic activities, involving qualified people in the system that is not too stiff would be more appropriate. Nevertheless the best approach is to combine both approaches in accordance with the proportional needs of organizations