training, teaching, personal development and training needs and competencies assessment tools - excel/xls or word/doc format free downloads

new reflective diary template - Sharon Drew Morgen edition - MSWord/doc - with acknowledgements to Ms Morgen - (Aug 2007)

reflective diary/journal template - MSWord/doc - original businessballs edition including process and notes

free CV template and guidance notes - MSWord/doc - single sheet format, UK A4 paper size - into which you can insert your own details - adapt it to suit your purposes

free new mental concentration test - MSWord/doc - mostly for fun - also good for illustrating the need to read test questions before attempting answers

free multiple intelligences test - based on Gardner's model - in MSExcel/xls self-calculating format

free induction training checklist working tool with suggested training items - MSExcel/xls file

free VAK learning styles multiple-choice questionnaire test - MSWord/doc file - (ack V Chislett)

lesson plan/training session planner and timings calculator (also acts as training checklist template) - MSExcel/xls file - (ack N Darwent)

team-building activities evaluation form and outcomes notes, based on Kirkpatrick's Learning Evaluation Model - MSExcel/xls file

quick training evaluation and feedback form, based on Kirkpatrick's Learning Evaluation Model - MSExcel/xls file

360 degree appraisals form template - MSWord/doc

360 degree appraisals form template - MSExcel/xls

Leslie Rae's excellent before-and-after three-stage training evalution tool - MSExcel/xls - good tool for all training courses and learning experiences, also for group training effectiveness evaluation

set of different training evaluation forms and tools - Word - Leslie Rae's excellent set of training evaluation questionnaires - free to adapt and use

training planner tool - MSExcel/xls - simple, flexible tool for planning and designing training courses - good for train-the-trainer courses too - breaks down the training design process into achievable elements - helps you eat the elephant one bite at a time

manager skill-set assessment tool - (updated Aug 2006) - MSExcel/xls - flexible individual assessment tool - use to provide input data for group training needs analysis tool below - see the instructions for use and capability scoring guide

training needs analysis tool - manager skill-set - (updated Aug 2006) - MSExcel/xls - a simple, flexible and powerful working spreadsheet tool for training needs analysis, jobs and skills audits, and an easy way to identify, prioritise and plan group training - use in conjunction with individual assessment tool above - see the instructions for use and capability scoring guide

management skill-set assessment tool - Serbian Language version! (not such an obscure thing if you are working in Serbia....) - see the instructions for use and capability scoring guide

coaching template for skills or capability assessment - MSExcel/xls - flexible coaching review template tool

template for assessing presentations - MSExcel/xls - good for presentations training, especially to control and encourage objective and fair group feedback

assessment tool for individuals - commercial/business/sales skill-set - MSExcel/xls - flexible individual assessment tool - use to assess individual training needs and priorities, and to provide input data for group training needs analysis tool below - adapt skill elements for your job roles - see the instructions for use and capability scoring guide

training needs analysis for groups - working spreadsheet - commercial/business/sales role simple, flexible and powerful working spreadsheet tool for groups and organizational training needs analysis, job and skills audits, and for identifying training needs, priorities and plans for groups - use with above personal assessment input tool - adapt and add skill elements for your job roles - see the instructions for use and capability scoring guide

personality tests and other indicators - excel/xls or word/doc format free downloads

free multiple intelligences test - adult and/or young people - based on Gardner's model - in MSExcel/xls self-calculating format

free Multiple Intelligences test - manual test in MSExcel/xls

free Multiple Intelligences test - manual test for young people in MSExcel/xls

free VAK learning styles multiple-choice questionnaire test - MSWord/doc file - simple quick free assessment of personal VAK learning style

leadership and motivation assessment tool - word - are you a truly motivational leader? - a modern leadership self-test provided by leadership writer Blair Palmer

motivation indicator simple test - MSExcel/xls - flexible individual motivation assessment tool, loosely based on Herzberg motivators and hygiene factors - good workshop tool

personality profile and motivation test - MSExcel/xls - multi-facet personality test and discussion document for reviews, appraisals, and career direction dicusssions

graphology (handwriting anlysis) self-test - (doc file) - good for workshops, meetings and personality profiling awareness and training

management style test based on McGregor's XY-Theory - (doc file) - to assess individual preferred management style, and actual organizational management style

same free XY Theory test tool - two-page version with clearer layout and scoring - (doc version)

free tests and indicators (skill/behaviour/personality) and fun quizzes - pdf format

Multiple Intelligences Test - for Adults - based on Howard Gardner's model - manual version - pdf

Multiple Intelligences Test - for Young People - based on Howard Gardner's model - manual version - pdf

Multiple Intelligences Descriptions and Quick De-coder Guide - based on Howard Gardner's model - pdf format

VAK Learning Styles Free Questionnaire Self-Test - pdf format

Mental Concentration Test (pdf file) - mostly for fun - good for illustrating the need to read test questions before attempting answers

Quick Trivia Quiz in MSWORD (doc file), with questions and answers sheets - if you need a warm-up quiz quickly, here's one we made earlier, (featuring questions from the trivia quiz and puzzles page)

'BLISS' Career Planning and Job Choice Validation Tool - (Ack. Pranav Wadnerkar)

Big Boys Toys Table Quiz - (Ack. John Hespe)

Mental Agility Test - (Ack. Graeme Hall)

Maslow's Hierarchy of Needs 5-level quick test - based on Maslow's original 5 stage model

Maslow's Hierarchy of Needs 8-level quick test - based on the adapted 8 stage model

McGregor XY Theory indicator - for individuals and organisations

same McGregor XY Theory indicator - two-page version with clearer layout and scoring

Graphology test template - handwriting personality indicator and self-test/introduction

Personal profile indicator template - ideal for interviews, appraisals or personal reflection

skills/competencies audits, assessments and feedback forms/templates, training certificates templates

Lesson/Training Planner

Free pdf sample training certificate template.

Free MSWORD (doc file) file training certificate template for you to adapt.

Behavioural Change Assessment Tool - for before and after training, by WL Rae - (completed example here)

Training Programme Evaluation Toolkit - a pdf, author WL Rae - see also his Training Evaluation Process Guide

Management Skills Assessment tool - (updated Aug 2006) quick easy skills-audit tool pdf - see the instructions for use and capability scoring guide - working version in MSExcel/xls in working files section below

Management Training Needs Analysis example - (updated Aug 2006) pdf - see the instructions for use and capability scoring guide - working version in MSExcel/xls in working files section below

Performance Appraisal Form - modern performance appraisal form including self-assessment section (revised August 2006)

Personal Review Form Example - courtesy Manchester University RSD

Time management survey form - pre-training questionnaire

Time management time-log form template - time-management training or personal development tool

Time management activity scheduler template - easy and effective time management weekly task scheduler template

Quick training feedback form template

Medium training feedback form template

Line-manager training feedback form template

Skill-set and behaviour-set assessment template - sales/management/commercial role - (updated Aug 2006) - instructions for use - working version in MSExcel/xls in working files section below

Training Needs Analysis (TNA) template - sales/management/commercial role - (updated Aug 2006) - instructions for use - working version in MSExcel/xls in working files section below

Presentation skills assessment template - for presentation skills review and assessment

Example Induction Training Feedback Form (1 mth) - courtesy MU RSD

Example Induction Training Feedback Form (3 mth) - courtesy MU RSD

Skill-set and behaviour-set assessment template - basic commercial junior role - instructions for use

Training Needs Analysis Sample - general work competencies (updated Aug 2006)

free personality tests and assessments - free to download

Psychometric Success resources - psychometric tests and aptitude testing - job hunting help - many free practice tests

mental concentration test - PDF file - mostly for fun - good for illustrating the need to read test questions before attempting answers

free new mental concentration test - MSWord version - mostly for fun - also good for illustrating the need to read test questions before attempting answers

free Multiple Intelligences test (based on Howard Gardner's model) - in MSExcel self-calculating format

free Multiple Intelligences test - manual test in MSExcel

free Multiple Intelligences test - manual test in pdf format

free Multiple Intelligences test - manual test for young people in MSExcel

free Multiple Intelligences test - manual test for young people in pdf format

free VAK learning styles test - MSWord version

free VAK learning styles test - pdf version

'The Alternative Dalai Lama Personality Test' - a piece of nonsense

original 'Dalai Lama Personality Test' - the original piece of nonsense

free VAK (Visual Auditory Kinesthetic) learning styles inventory short self-test - a quick indicator of preferred learning style

free quick Maslow hierarchy of needs self-test (based on Maslow's Hierarchy of Needs)

free XY-theory individual and organisation test (based on McGregor's XY Theory)

take the online ethics test - fun with a serious message

ethical decision-making - just plain serious

free Skill Set and Behaviour self-assessment test (primarily for sales/commercial/business roles)

free Personal Business Strengths Profile self-assessment (for self-awareness, interview and appraisal preparation)

free handwriting (graphology) self-assessment quick-test (for graphology training, self-awareness, interview and appraisal preparation)

free leadership communications style self-test (for inspirational, motivational capabilities - mostly for fun with some serious pointers)

Training And Development

TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT

Traditional Approach – Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.

The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

LINKING COMPENSATION TO PERFORMANCE

One of the latest strategies being followed in all sectors through out the world for retention and talent management is “linking compensation to performance”. Commonly known as “Performance pay” or “Performance based pay”, it links the compensation of the employees to their performance and their contribution to the organizational goals. Therefore, periodic performance reviews play a vital role and provide the basis of performance related pay. Commissions, incentives and bonuses, piece rate pay help the employer to pay the employee according to their productivity and hard work.

The process of performance based pay involves: Deciding and clearly defining the performance goals and the performance measures Setting the target bonus for different levels of performances Measuring the performance of the employee Giving rewards and bonus according to performance Organizations are also designing variable compensation plans for various roles and positions in the organization. Types of Performance Pay Merit pay – The first step to performance pay, merit pay means setting some basic salary according to the position and the rank of the employee and the variable part of the salary is based on the periodic performance reviews. Profit Sharing – Sharing the profits of the enterprise with the employees as bonus. Incentives and Performance Bonus – Rewards for special accomplishments or fulfillment of the targets set such as sales commission. Gain sharing - Sharing of gains as a result of the increased performance of the employees with them. Although performance related pay has always been a topic of discussions and controversies with many arguments against it, but it has also been proved that performance based pay motivates employees to perform better and earn, and encourages learning, innovation, creativity, problem solving and empowerment which can be facilitated through proper performance measurement and reviews.

introduction of 360 degree appraisals

introduction of 360 degree appraisals

Here is a simple guide for introducing 360 degree appraisals into an organization (and any other management system for that matter):

• Consider and decide what you need the 360 degree system to achieve. What must it be? How must it work? What difference must it make?
• Choose/design a system (or system provider), ie., research and investigate your options (other local or same-sector companies using 360 already are a helpful reference point, or your trade association HR group, or a specialist HR advisory body such as CIPD in the UK if you are a member).
• Check the legal and contractual issues for your sitution - privacy, individual choice, acceptable practices and rules, training, data protection, individual rights, adoption guide, etc. (360 degree systems are now well-developed and established. Best practice and good reference case-studies are more widely available than in the early years of 360 feedback development.
• When you've decided on a system, pilot it with a few people to make sure it does what you expect. (It's best to establish some simple parameters or KPI's by which you can make this assessment, rather than basing success on instinct or subjective views.)
• When satisfied with the system, launch it via a seminar or workshop, preferably including role-plays and/or practical demonstration.
• Support the implementation with ongoing training, (include an overview in your induction training as well), a written process guide/booklet, and also publish process and standards on your intranet if you have one.
• Establish review and monitoring responsibility.
• Ensure any 360 degree appraisal system system is introduced and applied from top down, not bottom up, so everyone can see that the CEO is happy to undertake what he/she expects all the other staff to do. As with anything else, if the CEO and board agrees to undertake it first, the system will have much stronger take-up and credibility. If the plan for 360 feedback introduction is likely to be seen as another instrument of executive domination then re-think your plans.

360 degree feedback and 360 appraisals tips and template examples

360 degree feedback and 360 appraisals tips and template examples

360 degree appraisals are a powerful developmental method and quite different to traditional manager-subordinate appraisals (which fulfil different purposes). As such a 360 degree process does not replace the traditional one-to-one process - it augments it, and can be used as a stand-alone development method.

360 degree appraisals involve the appraisee receiving feedback from people (named or anonymous) whose views are considered helpful and relevant. The feedback is typically provided on a form showing job skills/abilities/attitudinal/behavioural criteria and some sort of scoring or value judgement system. The appraisee should also assess themselves using the same feedback instrument or form.

360 degree respondents can be the appraisee's peers, up-line managers/execs, subordinate staff, team members, other staff, customers, suppliers - anyone who comes into contact with the appraisee and has opinions/views/reactions of and to the appraisee. Numerous systems and providers are available - I wouldn't recommend any in particular because my view about this process is that you should develop a process and materials for your own situation, preferably involving the appraisees in this, which like all participative approaches, often works well.

You can develop your own 360 degree feedback system by running a half-day or full day workshop (depending on extent and complexity of the required process) involving the appraisees or a sample group, during which process and materials can be created and provisionally drafted. The participative workshop approach as ever will give you something that's wholly appropriate and 'owned' instead of something off-the-shelf or adapted, which would be arbitrary, mostly inappropriate and impracticable (in terms of criteria and process), and 'not invented here', ie., imposed rather than owned.

I would recommend against restricting the 360 feedback to peers and managers only - it's a waste of the potential of the 360 degree appraisal method. To use the feedback process for its fullest '360 degree' benefit involve customers (in the broadest sense - could be patients, students, users, depending on the organization), staff, suppliers, inspectors, contractors, and others for whom good working relationships and understanding with the appraisee affect overall job performance, quality, service, etc.

Ensure respondents are aware of equality and discrimination issues, notably the Age Discrimination legislation and implications which might be new to some people. Comments such as 'you can't teach an old dog new tricks', or 'not old enough to command respect' are ageist, discriminatory, unlawful, and will create a liability for the originator and the employer.

Developing 360 degree appraisals systems process make ideal subjects for a workshops, which in itself contains some very helpful developmental benefits and experience for all involved. If you're not able to get everyone together for a workshop you should solicit input and ideas - particularly about appraisal criteria and respondents and anonymity - then draft out process and materials - then issue for approval, then pilot, review, adapt and then implement. Adapt, improve and develop on an ongoing basis.

It is my view that no aspects of 360 feedback should ever be mandatory for any appraisee or respondent. Given more than three or four similar role-types being appraised it's not sensible to produce individually tailored criteria, in which case when it comes to the respondents completing the feedback not all the criteria will be applicable for all respondents, nor for all appraisees either. By the same when designing the feedback instruments (whether hard-copy documents or online materials), it's useful to allow space for several 'other' aspects that the appraisee might wish to add to the standard criteria, and space for respondents to add 'other' comments. Open honest feedback can touch sensitivities, so be sure that appraisees understand and agree to the criteria, respondents (by type, if not named) and process.

Ensure suitable and sensitive counselling is provided as part of the informing of feedback results.

If 360 degree feedback results are to be analysed collectively to indicate the overall/total situation (ie., to assist in determining organizational training and development needs for instance), think carefully about the feedback form scoring system and particularly its suitability for input to some sort of analysis tool, which could be a spreadsheet, and therefore numerically based requiring numerical scores, rather than words, (words of course are more difficult to count and measure, and while words and description assessment enables more subtlety, they also allow more room for misunderstanding and misinterpretation).

For guidance have a look at the skills and behavioural assessment tool - it's not a 360 degree tool, but is an example of the basis of one, and some of the skills elements that can be included in a 360 degree appraisals form.

Similarly the training needs analysis tool is an example of a collective or organizational measurement tool, based on the input of a number of individual feedback assessments. This tool can easily be adapted to analyse a number of 360 degree responses.

See the 360 degree appraisal document, available in MSWord or Excel formats:

free 360 degree appraisals form template in MSWord format

free 360 degree appraisals form template in MSExcel format

performance appraisal form template/sample,tools for appraisals, assessments and individual/group training needs analysis

Remember this is just a structure for the process - the content and the direction of personal development is as flexible as your organisation allows, or can be persuaded to allow. Use your imagination to develop people in the way they want to go, not just the way the organisation thinks it needs people to be.

A free sample appraisal document in this format is available from this site in MSWord or pdf (acrobat) versions:

performance appraisal form (pdf) sample/template - downloadable pdf

performance appraisal form (MSWord) sample/template - downloadable MSWord file

360 degree appraisals form template - MSWord

360 degree appraisals form template - MSExcel

360 degree appraisals guide.

general role - skill/behaviours individual assessment tool and group training needs analysis (TNA) tool - MSExcel versions

general role - skill/behaviours individual assessment tool and group training needs analysis (TNA) tool - PDF versions

see guidelines for use for individual assessments and TNA tools

commercial role - skill/behaviours individual assessment tool and group TNA tool - MSExcel

commercial role - skill/behaviours individual assessment tool and group TNA tool - PDF

see guidelines for use

management role - skill/behaviours individual assessment tool and group TNA tool - MSExcel

management role - skill/behaviours individual assessment tool and group TNA tool - PDF

see guidelines for use.

Modern-Method of Performance Appraisal

ASSESSMENT CENTRES - An assessment centre typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. Generally, employees are given an assignment similar to the job they would be expected to perform if promoted. The trained evaluators observe and evaluate employees as they perform the assigned jobs and are evaluated on job related characteristics. The major competencies that are judged in assessment centres are interpersonal skills, intellectual capability, planning and organizing capabilities, motivation, career orientation etc. assessment centres are also an effective way to determine the training and development needs of the targeted employees.

BEHAVIORALLY ANCHORED RATING SCALES Behaviorally Anchored Rating Scales (BARS) is a relatively new technique which combines the graphic rating scale and critical incidents method. It consists of predetermined critical areas of job performance or sets of behavioral statements describing important job performance qualities as good or bad (for eg. the qualities like inter-personal relationships, adaptability and reliability, job knowledge etc). These statements are developed from critical incidents. In this method, an employee’s actual job behaviour is judged against the desired behaviour by recording and comparing the behaviour with BARS. Developing and practicing BARS requires expert knowledge. HUMAN RESOURCE ACCOUNTING METHOD Human resources are valuable assets for every organization. Human resource accounting method tries to find the relative worth of these assets in the terms of money. In this method thePerformance appraisal of the employees is judged in terms of cost and contribution of the employees. The cost of employees include all the expenses incurred on them like their compensation, recruitment and selection costs, induction and training costs etc whereas their contribution includes the total value added (in monetary terms). The difference between the cost and the contribution will be the performance of the employees. Ideally, the contribution of the employees should be greater than the cost incurred on them. 360 DEGREE PERFORMANCE APPRAISALS 360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive appraisal where the feedback about the employees’ performance comes from all the sources that come in contact with the employee on his job. 360 degree respondents for an employee can be his/her peers, managers (i.e. superior), subordinates, team members, customers, suppliers/ vendors - anyone who comes into contact with the employee and can provide valuable insights and information or feedback regarding the “on-the-job” performance of the employee. 360 degree appraisal has four integral components: 1. Self appraisal 2. Superior’s appraisal 3. Subordinate’s appraisal 4. Peer appraisal. Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses, his achievements, and judge his own performance. Superior’s appraisal forms the traditional part of the 360 degree appraisal where the employees’ responsibilities and actual performance is rated by the superior. Subordinates appraisal gives a chance to judge the employee on the parameters like communication and motivating abilities, superior’s ability to delegate the work, leadership qualities etc. Also known as internal customers, the correct feedback given by peers can help to find employees’ abilities to work in a team, co-operation and sensitivity towards others. Self assessment is an indispensable part of 360 degree appraisals and therefore 360 degreePerformance appraisal have high employee involvement and also have the strongest impact on behavior and performance. It provides a "360-degree review" of the employees’ performance and is considered to be one of the most credible performance appraisal methods. 360 degree appraisal is also a powerful developmental tool because when conducted at regular intervals (say yearly) it helps to keep a track of the changes others’ perceptions about the employees. A 360 degree appraisal is generally found more suitable for the managers as it helps to assess their leadership and managing styles. This technique is being effectively used across the globe for performance appraisals. Some of the organizations following it are Wipro, Infosys, and Reliance Industries etc. MANAGEMENT BY OBJECTIVES The concept of ‘Management by Objectives’ (MBO) was first given by Peter Drucker in 1954. It can be defined as a process whereby the employees and the superiors come together to identify common goals, the employees set their goals to be achieved, the standards to be taken as the criteria for measurement of their performance and contribution and deciding the course of action to be followed. The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employee’s actual performance with the standards set. Ideally, when employees themselves have been involved with the goal setting and the choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities. THE MBO PROCESS UNIQUE FEATURES AND ADVANTAGES OF MBO The principle behind Management by Objectives (MBO) is to create empowered employees who have clarity of the roles and responsibilities expected from them, understand their objectives to be achieved and thus help in the achievement of organizational as well as personal goals. Some of the important features and advantages of MBO are: Clarity of goals – With MBO, came the concept of SMART goals i.e. goals that are: Specific Measurable Achievable Realistic, and Time bound. The goals thus set are clear, motivating and there is a linkage between organizational goals and performance targets of the employees. The focus is on future rather than on past. Goals and standards are set for the performance for the future with periodic reviews and feedback. Motivation – Involving employees in the whole process of goal setting and increasing employee empowerment increases employee job satisfaction and commitment. Better communication and Coordination – Frequent reviews and interactions between superiors and subordinates helps to maintain harmonious relationships within the enterprise and also solve many problems faced during the period.

Traditional Methods of Performance Appraisal

1. ESSAY APPRAISAL METHOD This traditional form of appraisal, also known as “Free Form method” involves a description of the performance of an employee by his superior. The description is an evaluation of the performance of any individual based on the facts and often includes examples and evidences to support the information. A major drawback of the method is the inseparability of the bias of the evaluator. 2. STRAIGHT RANKING METHOD This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation.

3. PAIRED COMPARISON A better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. After all the comparisons on the basis of the overall comparisons, the employees are given the final rankings. 4. CRITICAL INCIDENTS METHODS In this method of Performance appraisal, the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents. It includes both negative and positive points. The drawback of this method is that the supervisor has to note down the critical incidents and the employee behaviour as and when they occur. 5. FIELD REVIEW In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce the superiors’ personal bias. 6. CHECKLIST METHOD The rater is given a checklist of the descriptions of the behaviour of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees. 7. GRAPHIC RATING SCALE In this method, an employee’s quality and quantity of work is assessed in a graphic scale indicating different degrees of a particular trait. The factors taken into consideration include both the personal characteristics and characteristics related to the on-the-job performance of the employees. For example a trait like Job Knowledge may be judged on the range of average, above average, outstanding or unsatisfactory. 8. FORCED DISTRIBUTION To eliminate the element of bias from the rater’s ratings, the evaluator is asked to distribute the employees in some fixed categories of ratings like on a normal distribution curve. The rater chooses the appropriate fit for the categories on his own discretion.

Techniques Of Performance Appraisal

Process of Performance Appraisal

ESTABLISHING PERFORMANCE STANDARDS The first step in the process of performance appraisal is the setting up of the standards which will be used to as the base to compare the actual performance of the employees. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives. The standards set should be clear, easily understandable and in measurable terms. In case the performance of the employee cannot be measured, great care should be taken to describe the standards. COMMUNICATING THE STANDARDS Once set, it is the responsibility of the management to communicate the standards to all the employees of the organization.

The employees should be informed and the standards should be clearly explained to the. This will help them to understand their roles and to know what exactly is expected from them. The standards should also be communicated to the appraisers or the evaluators and if required, the standards can also be modified at this stage itself according to the relevant feedback from the employees or the evaluators. MEASURING THE ACTUAL PERFORMANCE The most difficult part of the Performance appraisal process is measuring the actual performance of the employees that is the work done by the employees during the specified period of time. It is a continuous process which involves monitoring the performance throughout the year. This stage requires the careful selection of the appropriate techniques of measurement, taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an employees work. COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE The actual performance is compared with the desired or the standard performance. The comparison tells the deviations in the performance of the employees from the standards set. The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance. It includes recalling, evaluating and analysis of data related to the employees’ performance. DISCUSSING RESULTS The result of the appraisal is communicated and discussed with the employees on one-to-one basis. The focus of this discussion is on communication and listening. The results, the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus. The feedback should be given with a positive attitude as this can have an effect on the employees’ future performance. The purpose of the meeting should be to solve the problems faced and motivate the employees to perform better. DECISION MAKING The last step of the process is to take decisions which can be taken either to improve the performance of the employees, take the required corrective actions, or the related HR decisions like rewards, promotions, demotions, transfers etc.

PERFORMANCE APPRAISAL- Definition & Concepts

Performance appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does. According to Flippo, a prominent personality in the field of Human resources, “performance appraisal is the systematic, periodic and an impartial rating of an employee’s excellence in the matters pertaining to his present job and his potential for a better job." Performance appraisal is a systematic way of reviewing and assessing the performance of an employee during a given period of time and planning for his future.

It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps to analyze his achievements and evaluate his contribution towards the achievements of the overall organizational goals. By focusing the attention on performance, performance appraisal goes to the heart of personnel management and reflects the management’s interest in the progress of the employees. OBJECTIVES OF Performance appraisal: To review the performance of the employees over a given period of time. To judge the gap between the actual and the desired performance. To help the management in exercising organizational control. Helps to strengthen the relationship and communication between superior – subordinates and management – employees. To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. To provide feedback to the employees regarding their past performance. Provide information to assist in the other personal decisions in the organization. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development. To reduce the grievances of the employees.

Labour welfare , Meaning

labour welfare implies the setting of minimum desirable standards and the provisions of facilities like health,food,clothing,housing,medical assistance,education,insurence,job security,recreation and so on. Such facilities enables the worker and his family to lead a good work life and social life.

labour welfare also operates to nautrilise the harmful effect of large- scale industrialisation and urbanisation.

Labour welfare may be viewed as a total concept,social concept and a relative concept.

The total concept is disirable state of existance involving the physical,mental and social wel being.

These four element together constitute the structure of welfare on which its totality is based.

The social concept of welfare implies the welfare of man,his family and community.All these aspects are inter-related and work together in three dimensional approach.

The relative concept implies that welfare is relative in time and place. It is a dyanmic and flexible concept hence its meaning and content differs from time to time,region to region,industry to industry,and country to country,depending upon the value system,level of education,social systems,politicle systems,degree of industrilisation and general standards of socio-economic development of the people.

Structure of Trade union

The trade unions are democratic organisations which are accountable to their members for their policies and actions. Unions are normally modelled on the following structure-

• Members

People who pay a subscription to belong a union

• Shops stewards

Sometimes called union representatives- who are elected by the members of the union to represent them to management.

• Branches

Which support union members in different organisation locally. There is usally a branch secretory who is elected by local members.

• District and regional offices.

These are usally staffed by full time union officials. These are people who paid to offer advise and support to union members locally.

• A National office

The unions headquarter which offer support to union members and negotiates or campaign for improvement to their working condition.

At the top of the organisation there is usally a General secretory and a national Executive commitee, elected by unions members.

Trade Unionism In India

The trade unionism in India developed quite slowly as compared to the western nations. Indian trade union movement can be divided into three phases.

The first phase (1850 to1900) During this phase the inception of trade unions took place. During this period, the working and living conditions of the labor were poor and their working hours were long. Capitalists were only interested in their productivity and profitability. In addition, the wages were also low and general economic conditions were poor in industries. In order to regulate the working hours and other service conditions of the Indian textile laborers, the Indian Factories Act was enacted in 1881. As a result, employment of child labor was prohibited.

The growth of trade union movement was slow in this phase and later on the Indian Factory Act of 1881 was amended in 1891. Many strikes took place in the two decades following 1880 in all industrial cities. These strikes taught workers to understand the power of united action even though there was no union in real terms. Small associations like Bombay Mill-Hands Association came up by this time. The second phase (1900 to 1946) This phase was characterized by the development of organized trade unions and political movements of the working class. Between 1918 and 1923, many unions came into existence in the country. At Ahmedabad, under the guidance of Mahatma Gandhi, occupational unions like spinners’ unions and weavers’ unions were formed. A strike was launched by these unions under the leadership of Mahatma Gandhi who turned it into a satyagrah. These unions federated into industrial union known as Textile Labor Association in 1920.In 1920, the First National Trade union organization (The All India Trade Union Congress (AITUC)) was established. Many of the leaders of this organization were leaders of the national Movement. In 1926, Trade union law came up with the efforts of Mr. N N Joshi that became operative from 1927. During 1928, All India Trade Union Federation (AITUF) was formed. Third Phase(1947) The third phase began with the emergence of independent India (in 1947). The partition of country affected the trade union movement particularly Bengal and Punjab. By 1949, four central trade union organizations were functioning in the country: The All India Trade Union Congress, The Indian National Trade Union Congress, The Hindu Mazdoor Sangh, and The United Trade Union Congress The working class movement was also politicized along the lines of political parties. For instance Indian national trade Union Congress (INTUC) is the trade union arm of the Congress Party. The AITUC is the trade union arm of the Communist Party of India. Besides workers, white-collar employees, supervisors and managers are also organized by the trade unions, as for example in the Banking, Insurance and Petroleum industries. Trade unions in India The Indian workforce consists of 430 million workers, growing 2% annually. The Indian labor markets consist of three sectors: The rural workers, who constitute about 60 per cent of the workforce. Organized sector, which employs 8 per cent of workforce, and The urban informal sector (which includes the growing software industry and other services, not included in the formal sector) which constitutes the rest 32 per cent of the workforce. At present there are twelve Central Trade Union Organizations in India: All India Trade Union Congress (AITUC) Bharatiya Mazdoor Sangh (BMS) Centre of Indian Trade Unions (CITU) Hind Mazdoor Kisan Panchayat (HMKP) Hind Mazdoor Sabha (HMS) Indian Federation of Free Trade Unions (IFFTU) Indian National Trade Union Congress (INTUC) National Front of Indian Trade Unions (NFITU) National Labor Organization (NLO) Trade Unions Co-ordination Centre (TUCC) United Trade Union Congress (UTUC) and United Trade Union Congress - Lenin Sarani (UTUC - LS)

Functions Of Trade Unions

Trade unions perform a number of functions in order to achieve the objectives. These functions can be broadly classified into two categories:

(i) Militant functions,
(ii) Fraternal functions

Militant Functions One set of activities performed by trade unions leads to the betterment of the position of their members in relation to their employment. The aim of such activities is to ensure adequate wages, secure better conditions of work and employment, get better treatment from employers, etc. When the unions fail to accomplish these aims by the method of

collective bargaining and negotiations, they adopt an approach and put up a fight with the management in the form of go-slow tactics, strike, boycott, gherao, etc. Hence, these functions of the trade unions are known as militant or fighting functions. Thus, the militant functions of trade unions can be summed up as: To achieve higher wages and better working conditions To raise the status of workers as a part of industry To protect labors against victimization and injustice Fraternal Functions Another set of activities performed by trade unions aims at rendering help to its members in times of need, and improving their efficiency. Trade unions try to foster a spirit of cooperation and promote friendly industrial relations and diffuse education and culture among their members. They take up welfare measures for improving the morale of workers and generate self confidence among them. They also arrange for legal assistance to its members, if necessary. Besides, these, they undertake many welfare measures for their members, e.g., school for the education of children, library, reading-rooms, in-door and out-door games, and other recreational facilities. Some trade unions even undertake publication of some magazine or journal. These activities, which may be called fraternal functions, depend on the availability of funds, which the unions raise by subscription from members and donations from outsiders, and also on their competent and enlightened leadership. Thus, the fraternal functions of trade unions can be summed up as: To take up welfare measures for improving the morale of workers To generate self confidence among workers To encourage sincerity and discipline among workers To provide opportunities for promotion and growth To protect women workers against discrimination

Trade union, Objective,

Trade unions are formed to protect and promote the interests of their members. Their primary function is to protect the interests of workers against discrimination and unfair labor practices. Trade unions are formed to achieve the following objectives:

Representation
Trade unions represent individual workers when they have a problem at work. If an employee feels he is being unfairly treated, he can ask the union representative to help sort out the difficulty with the manager or employer. Unions also offer their members legal representation. Normally this is to help people get financial compensation for work-related injuries or to assist people who have to take their employer to court.

Negotiation
Negotiation is where union representatives, discuss with management, the issues which affect people working in an organization. There may be a difference of opinion between management and union members. Trade unions negotiate with the employers to find out a solution to these differences. Pay, working hours, holidays and changes to working practices are the sorts of issues that are negotiated. In many workplaces there is a formal agreement between the union and the company which states that the union has the right to negotiate with the employer. In these organizations, unions are said to be recognized for collective bargaining purposes.

Voice in decisions affecting workers

The economic security of employees is determined not only by the level of wages and duration of their employment, but also by the management’s personal policies which include selection of employees for lay offs, retrenchment, promotion and transfer. These policies directly affect workers. The evaluation criteria for such decisions may not be fair. So, the intervention of unions in such decision making is a way through which workers can have their say in the decision making to safeguard their interests.

Member services During the last few years, trade unions have increased the range of services they offer their members. These include: Education and training - Most unions run training courses for their members on employment rights, health and safety and other issues. Some unions also help members who have left school with little education by offering courses on basic skills and courses leading to professional qualifications. Legal assistance - As well as offering legal advice on employment issues, some unions give help with personal matters, like housing, wills and debt. Financial discounts - People can get discounts on mortgages, insurance and loans from unions. Welfare benefits - One of the earliest functions of trade unions was to look after members who hit hard times. Some of the older unions offer financial help to their members when they are sick or unemployed.

Training Evaluation

The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.
Purposes of Training Evaluation
The five main purposes of training evaluation are:
Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.
Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly
.Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes.
Process of Training Evaluation
Before Training: The learner’s skills and knowledge are assessed before the training program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.
During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals
After Training: It is the phase when learner’s skills and knowledge are assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase.

Techniques of Evaluation
The various methods of training evaluation are:
• Observation
• Questionnaire
• Interview
• Self diaries
• Self recording of specific incidents