In this file, you can ref useful information about performance appraisal form of wipro such as performance appraisal form of wipro methods, performance appraisal form of wipro tips

1. Performance appraisal form of wipro
In this file, you can ref useful information about performance appraisal form of wipro such as
performance appraisal form of wipro methods, performance appraisal form of wipro tips,
performance appraisal form of wipro forms, performance appraisal form of wipro phrases … If
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I. Contents of getting performance appraisal form of wipro
==================
Performance Appraisal Aims to develop a performance driven culture at an organisation culture.
For any Organisation, people are its key assets and every team member should contribute to the
best possible potential. It is a part of process involving guiding and managing career
development through obtaining, analyzing and recording information about the related work of
an employee to the organisation.
Its purpose is to provide the direction and clarifies performance expectations; provide training
inputs and professional development needs. For me in a nut shell, it’s like a bull’s-eye exercise to
analyse hits and misses of the employee in the said period & if done in right spirits may give you
the exact hits and misses at an organisation level and road-ahead to plan.
For every staff it provides a clear opportunity to take charge of their career transformation,
training needs and also gives a chance to get recognised for extraordinary efforts made, if any.
A normal performance appraisal is carried out in every financial year. Some innovative
organisations have systems of measuring weekly/monthly/quarterly/half yearly performance
also. Though I strongly recommend timely feedback, and it is very essential specifically at top X
level. The frequency differs and should suit to the organization DNA in Toto. There can also be
an informal chat process, not an appraisal but on the lines of employee engagement & especially
with a new employee at least twice in first six months to ensure alignment. If so, it is clearly
mentioned as people always have financial expectations from an Appraisal Process.

2. •Setting of Goals/KRA:
Setting goals is the most essential part of the performance appraisal process. These are drill down
of organisation goal and are very critical for individual and team success. Concept of SMART
(Specific, Measurable, Attainable, Realistic, Time bound) KRA’s is very important for
accomplishing team, department and organisation goals. This is in lay mans term listing down of
the functional competencies required for the role’s success.
•Bell Curve Distribution & Forced Rating:
Bell curve distribution and forced rating arisen out of it, is the process which compares
performance of people engaged in similar activity. It is the relative grading method where the
entire workforce is segregated into various slabs basis the percentile distribution.
The same can be traditionally 10%, 20%, 40%, 20%, 10% (normally in organisations on the
rating scale of 5 to 1) or as per organization needs.
There is load of criticism on the bell curve and subsequently forced rating mechanism, some of
which I am also party too. Having said so still, I strongly recommend it as a good method
available to distinguish between performer and non-performer at an
organisation/function/plant/department level. When I say distinguish, it should clearly reward the
performers through some incentive program like career path or deferred-bonus or linked-pay for
performance. It can be only successful, if it is impartial, transparent and can manage performer
well. It should also inherently discourage non-performance and engages them to at least work
towards better engagement & takes strict action again continuous defaulters.
•Post Appraisal Mechanism:
In India, we are very good at pointing out to an employee what didn’t go according to the plan?
Are we are supposed to also tell him/her what the road head from here is on? I don’t think our
role should be only of rubber stamp showing our superiority or should be a one-way forced
rating. It is not the feedback is important; it is the feet- forward.
This can be done only if each employee is met personally post an appraisal, given a chance to
discuss their performance during the year, challenges in the role and synchronise it to the overall
organization goals and vision for the next year.
•Hi-Pot Employees:

3. A High Potential or Hi-Pot employee is an individual with the ability, aspiration and engagement
to arise and succeed in critical position. They are capable of taking future responsibility. They
are normally team members with knowledge, skill, emotional intelligence, cognitive ability,
interpersonal skills and with a toping of willingness to take pressure.
How do you recognize them? Are they normally high raters year on year? The answer is yes to
an extent but not true always. Apart from being high raters this breed have in them the ability to
drive, to excel, learnability, spirit and dynamism as their X-factors. In a nut shell they are
dynamos and can be identified easily by passion towards the organization. They are also
normally people who are willing to teach or handhold each other and their team members.
Previously career paths for these high potential employees used to be for the length of 10 years
but in todays fast pace environment 5 years period is enough, we may look at it post 5 years to
continue it further.
==================
III. Performance appraisal methods
1.Ranking Method
The ranking system requires the rater to rank his
subordinates on overall performance. This consists in
simply putting a man in a rank order. Under this method,
the ranking of an employee in a work group is done
against that of another employee. The relative position of
each employee is tested in terms of his numerical rank. It
may also be done by ranking a person on his job
performance against another member of the competitive
group.
Advantages of Ranking Method
i. Employees are ranked according to their performance
levels.
ii. It is easier to rank the best and the worst employee.
Limitations of Ranking Method
i. The “whole man” is compared with another “whole man”
in this method. In practice, it is very difficult to compare
individuals possessing various individual traits.
ii. This method speaks only of the position where an
employee stands in his group. It does not test anything
about how much better or how much worse an employee
is when compared to another employee.
iii. When a large number of employees are working, ranking

4. of individuals become a difficult issue.
iv. There is no systematic procedure for ranking individuals
in the organization. The ranking system does not eliminate
the possibility of snap judgements.
2. Rating Scale
Rating scales consists of several numerical scales
representing job related performance criterions such as
dependability, initiative, output, attendance, attitude etc.
Each scales ranges from excellent to poor. The total
numerical scores are computed and final conclusions are
derived. Advantages – Adaptability, easy to use, low cost,
every type of job can be evaluated, large number of
employees covered, no formal training required.
Disadvantages – Rater’s biases
3. Checklist method
Under this method, checklist of statements of traits of
employee in the form of Yes or No based questions is
prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.
Advantages – economy, ease of administration, limited
training required, standardization. Disadvantages – Raters
biases, use of improper weighs by HR, does not allow
rater to give relative ratings
4. Critical Incidents Method

5. The approach is focused on certain critical behaviors of
employee that makes all the difference in the
performance. Supervisors as and when they occur record
such incidents. Advantages – Evaluations are based on
actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces recency biases,
chances of subordinate improvement are high.
Disadvantages – Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback
may be too much and may appear to be punishment.
5. Essay Method
In this method the rater writes down the employee
description in detail within a number of broad categories
like, overall impression of performance, promoteability
of employee, existing capabilities and qualifications of
performing jobs, strengths and weaknesses and training
needs of the employee. Advantage – It is extremely
useful in filing information gaps about the employees
that often occur in a better-structured checklist.
Disadvantages – It its highly dependent upon the writing
skills of rater and most of them are not good writers.
They may get confused success depends on the memory
power of raters.
6. Behaviorally Anchored Rating Scales
statements of effective and ineffective behaviors
determine the points. They are said to be
behaviorally anchored. The rater is supposed to
say, which behavior describes the employee
performance. Advantages – helps overcome rating
errors. Disadvantages – Suffers from distortions
inherent in most rating techniques.

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