Akhilesh Dubey, performance management

1. PERFORMANCE COUNSELLING
AND
POTENTIAL APPRAISAL
A K H I L E S H D U B E Y
L B S I T M

2. PERFORMANCE COUNSELLING
• The main objective of performance counselling is to help
employee to overcome his weaknesses and to reinforce his
strengths.
• It is a developmental process where the supervisor and
subordinate discuss past performance with a view to help
subordinate to improve and become more effective in future.
• One distinct advantage of counselling is to avoid any major
mishap because employee did not know how to perform a
particular job.
• Counselling provides opportunity to supervisor to give feedback
to the subordinate on performance and performance related

3. PERFORMANCE MANAGEMENT SYSTEM
• Management of Organizational performance + Management of performance of an
individual in a system
• Ensures the top down cascade of business goals
• Processes as planning and targeting, strategy development, performance appraisals,
etc.

4. MANAGER EXERCISES PMS BY
• Planning with objectives and targets
• Establishing the performance standards
• Monitoring the actual business performance
• Comparing performance with targets
• Correcting mistakes and taking action

5. THEY BELIEVE THAT AN EFFECTIVE PERFORMANCE
MANAGEMENT SYSTEM IS BASED ON THESE CONCEPTS
• Employees need to understand their roles clearly
• Performance expectations must be set in advance and there must be agreement
• Performance management requires on-going coaching, feedback and planning
• Performance management can be a positive experience
• Facilitate a process to establish clear role definitions and accountabilities.

6. FEEDBACK CAN BE AN EFFECTIVE TOOL PROVIDED:
• Both negative and positive feedbacks are communicated.
• It is not just an opinion but is backed by data. In other words it should
be descriptive and not evaluated.
• It focuses on behavior rather than on individual.
• It is timely, delayed feedback is neither helpful nor effective.

7. PAREEK & RAO (1978) IDENTIFIED SEVERAL CONDITIONS FOR EFFECTIVE
COUNSELLING, FOLLOWING ARE SOME IMPORTANT ONES:-
• A climate of openness and trust is necessary. When people are tense and
hostile, attempts should be made to counsel and help rather than be
critical.
• The counsellor should be tactful and helpful rather than critical and fault
finding.
• The subordinate should feel comfortable to participate without any
hesitation or inhibition.
• The focus should be on work related problems and difficulties rather than
personality or individuals, likes, dislikes or idiosyncrasies.
• It should be devoid of all discussions on salary, reward and punishment.

8. BHATNAGAGAR (1982) IDENTIFIED FOUR KIND OF COUNSELLING APPROACHE S
• “Tell me Tell you” : approach in which supervisor tells what has gone wrong
in past hoping that future performance as a result will improve. The
communication is one way.
• “I- already- have- enough” problems approach in which the supervisor does
not see the value of counselling and thinks nothing will change as a result of
counselling.
• “Of course-you are- contributing your best” approach where much praise is
showered on subordinate irrespective of the performance.
• Lets-see-how-things and how they could be improved” approach signifying
a dispassionate analysis of the past performance to identify areas needing
improvements.

10. CAREER PLANNING AND CAREER PATH
• Career Planning is a process by which one selects a career goal. Employees
change jobs for growth.
• Career path refers to a sequence of jobs that build on one another. There
are 2 variations of career path
1) Linear career path where individual joins organization at the bottom of
structure and gradually grows to higher level positions in the same
organization.
2) Transitory career path where an employee leaves present organization
and joins another one at higher level position.

11. ISSUES IN PERFORMANCE APPRAISAL
• Achievement of Objectives
• Human Errors
a. Halo Effect
b. Central Tendency Errors
c. Recency Vs. Primacy Effect
• Problems of Criteria
• Problems of Confidentiality

12. STEPS FOR EFFECTIVE PERFORMANCE APPRAISAL
• Supervisors should be told that Performance appraisal is an integral part of
their duties and they themselves would be evaluated on how seriously they
have taken this exercise.
• To help them do this task well, they should be provided systematic training on
writing performance report and handling performance interviews.
• Conduct job evaluation studies and prepare job descriptions/roles and
develop separate forms for various positions in organization.
• Design the system simple that it is simple to understand and practice.
• In appraisal process there are three elements involved; administration,
appraisals and identification of potential. These should be handled separately

13. CASE STUDY
• ZORRO ENGINEERING WORKS LTD.