Performance Appraisal System (P.A.S.) Audit
To some extent, the overwhelming majority of our partners have a performance appraisal system in place, but it does not meet the expectations in all cases. It is very difficult to find the performance indicators and competencies that reflect real performance on measuring.
In a few cases, we have encountered a problem whereby the requirements and objectives set for the P.A.S. were hardly or not at all met. Prior to setting up the P.A.S., it is necessary to perform screening, identify the areas that function well or need development, as well as the areas and courses of development.
In the competitive sector, the use of P.A.S. is no novelty. Among multinational companies, a system implemented to reflect that of the parent company is generally operated, but we have also met companies where the system of the external consulting firm was adopted, or their own resources were utilised to resolve the issue.
Experience with the overwhelming majority of our partners has revealed that it normally takes three years for P.A.S. to become part of the corporate culture. Development that precedes adoption, as well as incorporation of criteria that consider the properties of the company are a core requirement, but it represents no guarantee that it also functions well in practice.
On performing a P.A.S. Audit with our partners, the following typical problems were encountered:
- Lack of participant involvement.
- Special needs of the company were ignored on developing the system.
- Lack of preparation provided to appraisers.
- Incomplete communication or feedback.
- Typical, recurring mistakes on personal discussions.
- Lack of performance indicators, or the existing ones do not measure real performance.
- The competencies measured are not the ones needed to meet objectives.
- No link to the incentive and training systems.
Methodology of Develor’s P.A.S. Audit:
Extensive involvement of the company staff. Understanding the problems and change requests of the appraisers and the appraised parties, using questionnaires and structured personal interviews.
The areas that function well or need development are identified.
The necessary changes are defined, along with the courses and methods.
Solution proposals are offered to increase the efficiency of the P.A.S.
A report and an executive presentation are produced of the P.A.S. Audit, supported by data and opinions. The report facilitates clients to develop or change their performance appraisal system using their own resources, but they may also use the expertise of Develor’s consultant team as external consultants.
DEVELOR STAFF
Éva Pálvölgyi
Trainer The most important thing in life is not where you are, but where you would like to be!
Liselotte Schoch
President of the Swiss Association of Supervisors Find out the essential and do it!