I. Performance appraisal methods

(Tools of ) Performance appraisal methods include 11 appraisal methods / types as follows:

1. Critical incident method

This format of performance appraisal is a method which is involved identifying and describing specific incidents where employees did something really well or that needs improving during their performance period.

2. Weighted checklist method

In this style, performance appraisal is made under a method where the jobs being evaluated based on descriptive statements about effective and ineffective behavior on jobs.

3. Paired comparison analysis

This form of performance appraisal is a good way to make full use of the methods of options. There will be a list of relevant options. Each option is in comparison with the others in the list. The results will be calculated and then such option with highest score will be mostly chosen.

4. Graphic rating scales

This format is considered the oldest and most popular method to assess the employee’s performance.

In this style of performance appraisal, the management just simply does checks on the performance levels of their staff.

5. Essay Evaluation method

In this style of performance appraisal, managers/ supervisors are required to figure out the strong and weak points of staff’s behaviors. Essay evaluation method is a non-quantitative technique. It is often mixed with the method the graphic rating scale.

6. Behaviorally anchored rating scales

This formatted performance appraisal is based on making rates on behaviors or sets of indicators to determine the effectiveness or ineffectiveness of working performance. The form is a mix of the rating scale and critical incident techniques to assess performance of the staff.

7. Performance ranking method

The performance appraisal of ranking is used to assess the working performance of employees from the highest to lowest levels.

Managers will make comparisons of an employee with the others, instead of making comparison of each employee with some certain standards.

8. Management By Objectives (MBO) method

MBO is a method of performance appraisal in which managers or employers set a list of objectives and make assessments on their performance on a regular basis, and finally make rewards based on the results achieved. This method mostly cares about the results achieved (goals) but not to the way how employees can fulfill them.

9. 360 degree performance appraisal

The style of 360 degree performance appraisal is a method that employees will give confidential and anonymous assessments on their colleagues. This post also information that can be used as references for such methods of performance assessments of 720, 540, 180…

10.Forced ranking (forced distribution)

In this style of performance appraisal, employees are ranked in terms of forced allocations.

For instance, it is vital that the proportions be shared in the way that 10 or 20 % will be the highest levels of performances, while 70 or 80% will be in the middle level and the rest will be in the lowest one.

11. Behavioral Observation Scales

The method based on the scales of observation on behaviors is the one in which important tasks that workers have performed during their working time will be assessed on a regular basis.

II. Related documents

• Performance appraisal examples

• Purpose of performance appraisal

• Performance appraisal procedure

• Performance appraisal handbook

III. Best performance appraisal resources

1. Phrases For Performance Appraisals

2. Employee Performance Appraisals Forms

3. Employee Performance Review: Tips, Templates & Tactics

4. Managers Guide to Performance.

1. Recruitment by Campus method

Campus is the location of a university, college, or school’s main buildings. This method is based onrecruitment at university, colleges…

2. Recruitment by Job centers

Job centers often specialize in recruitment for specific sectors. They usually provide a shortlist of candidates based on the people registered with the agency. They also supply temporary or interim employees.

3. Head hunting.

Head hunting are recruitment agents who provide a more specialized approach to the recruitment of keyemployees and/or senior management.

4. Recruitment by Advertisements

They can be found in many places such as:

• Newspaper
• Job posting on job sites
• Ads on websites related to positions recruited.

5. Database search on job sites.

Company can buy data from job websites for a week or a month to search candidates.

6. Employee referral

This method often refer to as ‘word of mouth’ and can be a recommendation from a colleague at work.

7. Contract staffing.

Company can buy staffing contract from HR outsourcing.

8. Word-of-mouth recruitment

9. Free online ads

You can post your recruitment ads at free websites such as forums, blogs…

10. Internal recruitment

Internal recruitment can conduct by types of:

• Present permanent employees (based on programs of career development).
• Present temporary / casual employees.
• Retired employees.
• Dependents of deceased disabled, retired and present employees.

1. Interview methods

This is most popular methods of selection. You can use 10 methods of interview to select candidates.

2. Application Forms and CVs

This method is used to review all records of candidates such as Application form, CVs, Certificates…

3. References

Involves assessment of an individual by a third party, usually a former work colleague or boss.

4. Work Sample

Work samples involve an individual or group of candidates completing exercises that they would be required to undertake as part of the position.

5. Test methods

Test methods include Ability testing, Aptitude testing, Personality test…

6. Assessment Centres

Assessment centres provide an opportunity to review and assess the performance and ability of candidates in a variety of ways including individual and group exercises, case studies, role- plays, and presentations.

7. Presentations method

Presentations is a method of recruitment and selection. The applicant is provided with a topic and given a timeframe to deliver a presentation on that topic.

8. Group discussion

Group discussion is a method of recruitment and selection. It include 3-5 candidates who discuss about a topic or some ones given by employer.

9. Online screening and shortlisting

It review, screen candidates ‘s knowledge, skills by online checking.

10. Biodata

With an increase of CVs in internet, applications have become more and more similar so that biodata (biographical data) forms have been developed to identify selection of people that are similar to those high performers already in the organization.

11. Informal meetings

Informal meetings can be used as a way of observing a candidate’s behavior in a less formal environment, such as lunches or morning tea, cafes.

12. Graphology

The essence of graphology is that analysts claim to be able to describe an individual’s personality from a sample of their handwriting. Their theoretical basis is that of trait psychology, which holds that personality has a number of fixed dimensions which are relatively unchangeable and do not depend on the situation.

13. Astrology

This is a method used mainly in Asia area.

II/ Choice of selection method

Choice depends on:

• Practicability: The costs incurred etc.
• Reliability: Whether the result varies from day-to-day.
• Validity: Whether the activity measures what is sought.
• Sensitivity: The measure of differentiation between candidates.

Related documents

• Selection process

• HR career ebooks (you can download free and ref all ebooks related HR career…)

The interview process is formed through identificationof the key requirements of the job and a list of questions is drawn up. A panel of interviewers works through each set of questions with each candidate and scores them on their answers.

2. When we use interview?

Often acts as the final phase of a selection process, after short-listing of candidates has occurred.

3. Interview Methods

We can use 10 methods of interviews as follows:

• Unstructured interview
• Structured interview
• Screening interview
• Behavioral interview
• Stress interview
• Situational interview
• Phone interview
• Face to face interview
• Group interview
• Panel interview

4. Interview purposes

a. For candidates:
• An opportunity to convince the employer of your potential.
• An opportunity to find out more about the job and the company.
• An opportunity to expand on the information in application form or resume.

b. For the employer:
• A means to assess your abilities in relation to the requirements of the position, “Have you got what they want?”.
• An opportunity to discuss your training, experience, knowledge and abilities in more detail.
• An opportunity to see what drives and motivates you and to determine whether you will be able to fit in with both the team and the company as a whole.

Related documents

• Sample interview questions
• Selection methods
• HR career ebooks (you can download free and ref all ebooks related HR career…)

1. Training by Lecture

• A lecture is a method in which he or she may use handouts, visual aids, question/answer, or posters to support the lecture.

• Communication is primarily one-way: from the instructor to the audiences.

• Instructor can be experts, consultants, senior management…

2. Training by Presentation

• Presenter talk on a topic which requested from organization.

• Presentation usually is conducted by one or some member of organization.

• This method can include lecture method above.

3. Coaching

• When a manager takes an active role in guiding employee we refer to this activity as coaching.

• Coaching is a forced task of all positions at management level.

4. On-the-job training

The trainee is placed on the job and the manager or instructor shows the trainee how to do the job.

5. Self-training

• This method also called self-discovery training.

• Trainees discover the competencies on their own using such techniques as video-visual aids, books at company library, company intranet…

6. Job rotation

• Job rotation represents an excellent method for broadening the manager or potential manager and for turning specialist into generalists.

• It can also provide opportunities for a more comprehensive and reliable evaluation of the manager by his or her supervisors.

7. Movies/videos/computer-based training

Content for the training experience comes primarily from a videotape program…

8. Training by Group discussion

• Group discussion is a good problem-solving approach.

• A group considers a specific problem and they work to reach a agreement.

9. Training by Seminar

Seminars often combine several group methods: lectures, discussions…

10. Training by Projects

• Projects require the trainees to do something on the job which improves the business as well as helps them learn about the topic of training.

• Member of a project should come from another sections.

11. Panel training

• A panel provides several points of view on a topic to seek alternatives to a situation.
• A panel training include 3-5 instructors and 10 – 15 learners.
• Instructors discuss together, learner listen and make feedback when they are asked.

12. Tutorial training

• Tutorial training s a one-on-one process in which the instructor works directly with the learner, who learns through practice followed under guidance of instructor.
• The instructor may either be the leader or an advanced learner.

13. E-learning

E-learning is a method of instruction that is generally computer assisted and is delivered via CD/DVD ROM, audio, videotape or the internet.

14. Field Trip

• A carefully planned visit or tour to a site away from the training activity in order to observe activity, objects, or situations.
• Learners are taken to the environment where the task is performed.
• Learners can give a set of questions for which answers may be found on the trip.

Related documents

• Training techniques (such as role playing, brainstorming, case study …).
• Training process
• HR career ebooks (you can download free and ref all ebooks related HR career…)

OBSERVATION METHODS

Observation methods consist of direct observation, work methods analysis, technique of critical incident.

1. Direct observation

This form is based on analysis of job in order to observe and make records of behaviors/events/activities/tasks/duties when something is happening.

Types of direct observation method

• Observation by camera
• Visual Observation
• Photographic Observations
• Video Observations
• Radio Observations
• Telescopic Observations

What are contents should be observed?

The analyst observes some content as follows:

• Input as material, input products
• Output products
• The tasks performed
• Work environment
• Tools and equipment used
• Interrelationships with other workers
• Pace at which activities are done
• Working conditions

2. Work methods analysis

The form of analysis on work methods is applicable to describe manual and repeated manufacturing jobs, for example the jobs of assembly-line. Such analysis on work methods consists of analysis of time, motion study and micro-motion.

Type of work methods analysis method / technique:

Work methods analysis includes time – motion study and micro-motion analysis.

In time and motion method, an industrial engineer observes and records each activity/task of a worker, then note the time it takes to perform separate elements of the job.

In micro-motion analysis method, an industrial engineer uses a movie camera to record worker activities. These films are analyzed to look for ways in accordance with tasks, to set standards relating to how long certain tasks should take.

Process of work methods analysis method / technique:

• Describe Tasks
• Break down into elemental actions
• Define requirements for: Frequency, duration, posture, load, force
• Determine Risks
• Revise Tasks
• Specify sequence of actions

3. Critical incident technique (CIT model).

The method of critical incident technique is applied to discovers behaviors towards working which can help classify performance into good and bad level.

Application of CIT method / technique:

The critical incident technique has been applied in studying some sector as follows:
• Organizational development
• Large scale tasks and activity analysis of numerous occupations
• Health care.
• Market research etc.

Purpose of CIT method / technique:

• Built job descriptions, job specification and job standard.
• Create a list of good and bad behaviors which can then be used for performance appraisal.
• Testing the effectiveness of the job description and job specification.

Information source of CIT method / technique:

Sources for critical incidents include:
• Workers
• co-workers
• supervisors,
• managers,
• Customer
• External and internal suppliers
• And others.

4. INTERVIEW METHOD

This tool is considered to be very useful to analysis of jobs. In which questions are given to both incumbents and supervisors under such form of individual or a group. Interview consists of structured Interviews, unstructured interview, open-ended questions

Classification of job analysis interview:

There are three types of interviews are used to collect job analysis data:

* Individual interviews with each employee.
* Group interviews with groups of employees having the same job, and
* Interview supervisor who are knowledgeable about the job being analyzed.

Types of job analysis interview:

There are two types of interview: unstructured interview and structured interview

Unstructured interview is method with no prepared questions.

Structured interview include normally a job-holder’s sequence of activities in performance and aninventory or questionnaire may be used.

QUESTIONNAIRE METHODS

Questionnaire methods includes 6 techniques as follows:

5. Position Analysis Questionnaire (PAQ model)

The model of PAQ is a technical of questionnaire for analyze jobs. In 1972, McCormick, Jeanerette, and Mecham (1972) developed this technique which is a structured instrument of job analysis to measure characteristics of job and then associate them with characteristics of human. Such technique includes 195 job elements that describe generic human behaviors during working.

6. Functional job analysis (FJA model)

The model of FJA is a technique uses to analyze jobs.
the Employment and Training Administration of the United States Department of Labor developed this technique. There are7 scales (numbers) of the technique that measure: 3 worker-function scales: measure % of time spent with: data, people, things; 1 worker-instruction scale; 3 scales that measure reasoning, mathematics, language.

7. Work Profiling System (WPS model)

The method of Work Profiling System is a technique of questionnaire to analyze jobs. The technique makes use of a computer-administered system and discovered by Saville & Holdsworth, Ltd.

8. MOSAIC model

The model of MOSAIC is a technique used to analyze jobs by gathering information from both incumbents and supervisors. The model includes 151 job tasks which are ranked based on the level of importance to make sure that job performance is maintained efficient and 22 capacities which are ranked based on the level of importance, and also necessary effectiveness at entry.

9. Common Metric Questionnaire (CMQ model)

This style was created by Harvey and regarded as a job analysis of “worker-orientation”. It is designed to be widely applied in a wide range of both exempt and nonexempt jobs. There are 42 general questions in the background section, 62 questions on contacts with people, 80 questions relating to decision-making, 53 questions of activities in terms of both physical and mechanical, and 47 questions on setting of work.

10. Fleishman Job Analysis System (FJAS model)

It includes 52 cognitive, physical, psycho-motor, and sensory ability, each of the categories consists of two parts – an operational and differential definition and a grading scale.

The method called Fleishman Job Analysis System is a technique used to analyze jobs in which jobs are described based on opinions of vital capacities. There are 52 cognitive, physical, psycho-motor, and sensory ability, each of them includes two parts: a grading scale and an operational anddifferential definition.

OTHER METHODS

11. Task Inventory

Indeed, a task inventory lists all discrete activities which create a certain job or certain company.

12. Job element method

This style is somehow similar to the method of critical incident technique. The method concentrates on behaviors during working and such consequences that the behaviors bring about more than look at abstract characteristics. This method was developed by Ernest Primoff.

13. Diary method

The method of diary is considered to be a very useful tool to analyze jobs. In this method, jobs are assessed thanks to workers’ daily records or their lists of activities that they practice day by day…

14. Checklists and rating scales

In this method, jobs are analyzed by using a list keeping track of such job elements. Many questions can be raised, such as working purposes, key roles and responsibilities, organization; relationships; decision making; authority; Skills, knowledge, experience; working conditions.

15. Competency profiling

This form of job analysis is an activity that determines certain capacities which are characteristics of high levels of performance in a certain job. It includes skills, knowledge, capacities, values, interests, personalities.

16. Examining Manuals/reference materials

In analyzing jobs, the analysts use manuals/ or materials of reference including quality manual, human resource manual, procedures, instruction, forms, job description…These documents are available so that organizations can apply them in accordance with standards of ISO 9000.

17. Technical conference

This tool is of great usefulness in analyzing jobs based on Subject Matter Experts (SMEs). SMEs will implement sessions of brainstorming to discover elements of jobs. In this method, SMEs can apply a full mix of all methods of job analysis.

18.Threshold Traits Analysis System (TTAS model)

In 1970, Felix Lopez developed the model of Threshold Traits Analysis System (TTAS model). The model includes a standard set of 33 traits in which ability traits are “can do” factors while attitudinal traits are “willing to do” factors.

Combination of methods

In process of analyzing jobs, experts can apply or make a mix of all methods to gather information relating to job. Take an instance, whenever direct observation is used, interviews are used at the same time.

Reference documents:

• Job analysis samples

• Process of job analysis

• Practical problems with job analysis

• Information source of job analysis