siliconindia | | October 20199achievements as soon as they happen, and companies are also keen to find out more often what people are up to. This mechanism of feedback and recogni-tion also empowers people to go ahead and get better at their jobs. Rating Scales: Numeric or qualitative rating scales that rank employees based on generic competencies and skills don't provide an accurate portrayal of the employee's worth. Companies are moving to combination of scales on what you're doing right and how to get better, rather than what you're doing wrong. It is the employee's actual val-ue and contribution to the organization, not the rater's perception of how valu-able a particular skillset may be, that's reviewed. Instead of `xxx exceeds ex-pectations', a new rating system may ask a manager to rate, `I always go to xxx when I need extraordinary results'.Technology: Companies have the op-tion of a variety of integrated PMS software today. These include apps that allow smartphone users to constantly update their accomplishments and for bosses to see how their teams are do-ing as frequently as one week. At GE, many managers and their direct reports use a performance-tracking app that al-lows employees to make text or audio notes, attach documents, and upload handwritten notes. Being able to get dashboards and information so often and in many formats helps to make HR as well as business decisions. What You Choose To Do With The InformationInformation obtained in an evaluation process, especially if you have chosen to ask all encompassing questions, can be precious. Earlier, mainly compensa-tion and promotions were the visible outcome of appraisals. In Organisa-tional Effectiveness & Empowerment, you can use information obtained in various ways:· Talent Development · Recognition of employees· Talent engagement/ dissatisfaction· Skill gaps· Business growth projections· Attrition challenges· Culture & Ethos· Coaching & succession planningThere can be many other appraisal outcomes. It does not need to have lin-ear results and can tell you a lot deeper. O.E. & E. is that post-modern perfor-mance management approach that is about simple facets with outcomes that can be complex. Being able to get dashboards and information so often and in many formats helps to make HR as well as business decisions1950s: Formal System1960s: Objectives & Goals1980s ­ Early 2000s: All Encompassing1970s: Reinvention· Personality-based systems for measuring performance. · No element of self-appraisal/two way feedback· Behaviour control was main aim· Personality-based systems for measuring performance. · No element of self-appraisal/two way feedback· Behaviour control was main aim· Leaning towards Development · Focus on employee motivation and engagement· New areas - self-awareness, communication, teamwork, conflict resolution and the ability to manage in adversity· Psychometrics and rating scales · Descriptive of persons achievements· Training needs introduced
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