c k CAB CALLING July-September, 2008 Developing Performance Appraisal System for Performance Leadership in Banks Dr.

Shambhu Nath Chowdhury* *Senior Manager, Personnel Administration and HRD, Paschim Banga Gramin Bank, Ho wrah 62

c k CAB CALLING the organizational goals. In short, appraisals frequently fail to deliver a depe ndable measure of the value and contribution of employees who are assessed. Many appraisal systems examine performance on traits exhibited by individuals. Examp les of such traits might be oral communication, leadership, awareness of social environment, initiative, organization and planning. Review of performance on tra it criteria can be justified if the traits relate to the individual's job. Howev er, trait appraisal can cause misunderstanding and disagreement between the mana ger and his subordinates. If a manager tells his subordinate that he needs to de monstrate more leadership qualities and show more initiative on projects, it is not much helpful because it does not focus on exactly how the individual has bee n deficient and specifically what can be done by him to improve his performance. PAS is traditionally used as a mechanism of controlling employee through salary administration, reward administration, promotion, and disciplinary actions. Ano ther feature of traditional PAS is its confidentiality. This traditional PAS res ults in unawareness of employees of their strengths and weaknesses in relation t o their capabilities in different positions in the organization throughout their career. The traditional PAS fails to identify the potentialities of employees i n performing the new roles in new positions. This is basically because of the co nfidential nature of the appraisal. Due to these drawbacks, traditional PAS fail to develop employees and organizations. July-September, 2008 appraisal system in which the reporting officer is required to assess each of hi s appraisee officers on technical skills, human skills and conceptual skills. Al l these are defined for different categories of roles and the assessment has to be made on a five-point scale. Corporation Bank, UCO Bank, Central Bank of India , Dena Bank and Bank of Baroda has introduced similar self-appraisal formats. Pu njab National Bank has, primarily, a development-oriented appraisal form. There are ten different formats available for ten different categories of employees. T he bank started the system with a self-appraisal by the appraisee. Studies of th e operating system of the successful organizations, in general, reveal that a go od PAS is the corner stone to navigate an organization successfully in this glob alized environment of uncertainty and continuous change. They have, therefore, d eveloped and employed such system and harnessing maximum benefits. But, like man y fields of organizational development, the PSBs are lagging behind in this area too. Most of the PSBs have an Annual Appraisal System that is historic in natur e and documents the past activities. It is a one time annual affair only. Study of the format of annual appraisal of many of the PSBs reveal that they are basic ally uniform in character with emphasis in historical events and little or no im portance for future growth. In comparison with the new generation banks and prog ressive organizations, the appraisal system in PSBs, thus, is basically dysfunct ional. The PAS, as an important component of Performance Management System, is y et to be conceived and made operational. But developing and implementing a PAS s eems overdue and vitally important. Performance Appraisal Systems in Indian Banks Banking services is one sector where a great degree of attention is being paid t o Performance Appraisal Systems. Several of the public sector banks (PSBs) have changed their PAS or are in the process of changing them. State Bank of India ha s recently adopted an open system of appraisal. Its associate banks are likely t o follow the same after detailed experiences of State Bank of India are availabl e. Several banks also have self-appraisal as a part of performance appraisal, al though mostly such self-appraisal is more of a communication of achievements. Al lahabad Bank has introduced a system that aims in helping officers to identify t

heir strengths and weaknesses and encourage improvement of performance on the jo b. Indian Overseas Bank has a system in which a branch manager gives a self-appr aisal on business growth, customer service, internal administration and training requirements in great detail. Union Bank of India has an Models of Performance Appraisal In performance appraisal, a model is a guide that indicates how best competencie s could be fit into a Performance Appraisal Process. There are one-dimensional m odels, mixed models and three-dimensional models. Onedimensional model or the tr aditional model is based on the single factor of performance and the entire focu s is on what to be achieved. The 'How' factor of achievement is not looked into in this type of model and is perhaps not fit for today's world of business where short term survival and long term survival is equally important. One Dimnsional Model In one-dimensional model people are not aware whether an achievement is o ne time and situational. Employees can 63

c k CAB CALLING July-September, 2008 adopt practices that can boost their performance in the short run making colossa l losses for the future. There are enough examples of the loopholes of the one-d imensional model. The following is a one-dimensional model where the key stress is on what is to be performed. The Job Define what results have to be achieved from an individual. Here, performance is defined not only in terms of what is to be achieved but how it is to be achieved and what competencies must be utilized as is depicted in the following model. Three Dimensional Model The next model t akes another dimension besides objectives and competencies. The most important d imension customer - fits in this model. The customer is involved in setting the performance contract and on giving feedback to the performance review. When the whole banking industry is going for CBS, its time to make PAS IT enabled in such a way that once submitted online, there will be no provision of editing or rect ification after the date of submission. The objective portion of the PAS should generate immediate feedback and the system should be so oriented that within a s pecified time of say, seven days the entire feedback should reach the appraisee for developing weak (opportunity) areas. This will reduce the criticism of bias or alteration of opinion by the reviewer in subsequent period. Accountabilities i.e. outputs Define a set of key objectives against the accountabilities Review performance against the key objectives Model 1: One Dimensional Model Mixed model A performance appraisal process that combines planning, managing and reviewing both results and competencies is called a mixed model. Mixed model or the competency based performance models for their added advantage are becoming the performance management model of the future. These mixed models assess and re ward both results and competencies demonstrated on the job. It shows what the em ployees achieved and how they have achieved it. The Define what results have to be achieved Performance Contract The Job Define what results have to be achieved Performance Contract Customer Expectation Key Objectives + Job Key Competencies Define how results have to be achieved

Accountability Define a set of key objectives + + Define asset of behavioural objectives against key competencies Key competencies Define how results have to be achieved Customer Review performance Feedback against key objectives and key competencies Model 3: Three Dimensional Model Besides, the raters (appraiser and reviewer) should be adequately trained so tha t they are capable to overcome gender bias, personality bias and other sort of b iases. They should focus more on performance and less on personality. The lenien cy error and the 'hallo' effect (a good perception in one area leads to rating g ood in all areas) and thorn effect (a biased perception in one area leading to b ad rating in all areas) in appraisal system can be corrected only through approp riate training of the rater. Appraisees may also be trained suitably for providi ng accurate rating in their self appraisal. i.e- inputs Review performance against key objectives and key competencies Model 2 : Mixed Model The mixed model represents a more powerful and long lasting approach to performa nce management than what one-dimensional objective-based approach. A 'competency based' approach brings a different perspective to performance management. It em ploys a wider, a more comprehensive tool to describe the performance expected 64

c k CAB CALLING Guidelines for Building a Model Performance Appraisal System Performance is concerned with means as well as ends, inputs (competence) as well as outputs (results). Performance is about everyday actions and behaviours whic h, as individuals, we take to reach planned objectives. Performance Elements and Performance Standards : Performance elements tell us what we have to do and per formance standards tell us how well we have to do. There are three performance e lements. Critical Elements (CE) : CE is an assignment or responsibility of such critical importance that unacceptable performance in these elements would make o ur (appraisees) performance altogether unacceptable. The number of CEs ranges fr om a minimum of three (3) and a maximum of eight (8). Non Critical Elements (NCE ) : NCE is an assignment or responsibility of such importance that unacceptable performance in these elements would make our (Group or Unit) performance altoget her unacceptable. This is non critical at individual level but critical at group level. Additional Performance Elements (APE) : An APE is a dimension or aspect of an individual, team, or organizational performance that is not critical eleme nt for individual or group performance evaluation but successful performance may earn credit at individual and group performance level. Example of APE: an emplo yee/officer volunteered to work in a new project that requires new skills, such assignments are non-threatening and an intelligent failure would not be minus ma rk on performance. Activity Trap : Many employees/officers remain busy and activ e but the ultimate outcome seldom adds to any value addition to the organization . The people who are entrapped in activities without understanding the purpose o f business are said to be in activity trap. Concept of Ideal Performance Plan (I PA) : An ideal performance plan should have a proper blend of critical, noncriti cal, and additional performance elements. Such plans should have provisions of a pprising employee performance against planned agreement on elements at five leve ls based on (elements to be weighted) according to specific needs of the organiz ation: l July-September, 2008 Outstanding Performance Level (OPL) : who scores 100% Standard Performance Level (SPL): who scores 60% or above Acceptable But Poor Performance Level (ABPPL): w ho scores 50% or above Unacceptable Performance Level (UPL): who scores less tha n 50% l l l All appraisees should perform at least Standard Performance Level. However, ever y bank would want most of her employees and officers endeavour to reach Outstand ing Performance Level so that the bank becomes a high performing and high value organization as embodied in its Mission and Vision statement. In the competency evaluation, the following skills may be evaluated with the bank deciding on the number of marks to be allotted on factors as under or may be altered to suit to its specific needs and objectives. Typical Evaluation Sheet for Competency Appraisal SL Skill Total Marks Marks Allotted by Remarks for extreme points in quality fie lds Appraisee Appraiser Reviewer 1 Education a) Academic b) Professional 2 3 4 5 6 7

8 9 10 11 12 13 14 15 Experience Intelligence Leadership Communication Team Bui lding Computer Savvy Ethics Willingness Conflict Mgt. Decision making Cooperativ eness Innovation Tenacity Industry Knowledge Total 10 05 10 05 05 05 05 05 05 10 05 10 05 05 05 05 100 65

c k CAB CALLING July-September, 2008 Typical Planning & Evaluation Sheet for Various Performance Elements : : Critical Performance Elements (Minimum 3 & Maximum 5) NCPE : Non Critical Perf ormance Elements (Minimum 2 & Maximum 5) APE : Additional Performance Elements D epending on the strategic HR plan, CPE, NCPE and APE should be determined by the specific bank to suit their need and appropriate weightage may be fixed. The al lotment of performance elements to different departments/units may be different for different banks based on their own strategy. Each bank may devise a general template to suit its specific needs. Templates for evaluation of CPEs for branch office as well as administrative staff may be developed depending on the specif ic circumstances of a bank. Appraisal should be at least quarterly so as to take corrective feedback for performance improvement. CPE is defined in terms of the results and also in terms of behaviours employees use to achieve the job results. The Performance Appraisal System must lead to actio n. Appraisal for its own sake should be abandoned. The Performance Appraisal Sys tem must not be considered as perfect and to remain so in the long term. Apprais al should be on parameters which are important to the organization and really ne eded, not which are easy to measure. Multiple feedback system including feedback from peers, subordinates, customers may give vital clue for development.

Reference : 1. Dale Yoder, Paul D. Staudohar: Personnel Management & Industrial Relations- P ersonnel Appraisal; Prentice Hall of India Private Limited (1986), pp.202-203. G ary P. Lathan and Kenneth N. Wexley: Behavioural Observation Scales for Performanc e Appraisal Purposes , Personnel Psychology, Vol. 30, No.2 (Summer 1977), pp.255-256 Herbert E. Meyer: The Science of Telling Executives How They're Doing , Fortune, Janu ry 1974, p.104 N.G. Nayak: Personnel Today Performance Appraisal, National Insti tute of Personnel Management, July-September 2003, p-3 T.V.Rao: Human Resources Development in Banks Performance Appraisal Systems in Banks, Oxford & IBH Publis hing Co. Pvt. Ltd.(1988), pp 268-271 2. Conclusion The typical traditional Performance Appraisal Process of the 1990s focused almos t entirely on defining what is to be achieved. However, today competency based P erformance Management Schemes are plentiful and becoming the model for the futur e. These mixed models assess and reward both results and demonstration of compet encies; both what employees actually deliver and how they do it. The mixed model represents a more powerful and long lasting approach to performance management than just an objective based approach. Competency-based approach brings a differ ent perspective to performance management. It uses a wider, more comprehensive l anguage to describe the performance expected from an employee. Performance 3. 4. 5. (Source : Regent Global Business Review)

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