Employee Performance Appraisal and Counseling System

This assignment provides an in-depth exploration of employee performance appraisal techniques and counseling systems. It discusses the importance of performance appraisal in modern workplaces, including its role in recognizing progress, providing direction, and addressing work-related or personal issues. The document also touches on employee assistance programs (EAPs), which offer confidential and free counseling services to employees facing work-related or personal challenges. The assignment aims to provide a comprehensive understanding of these critical topics in the context of human resource management.

Running head: MANAGE PEOPLE PERFORMANCE
Manage People Performance
Name of the Student:
Name of the University:
Author Note:

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Table of Contents
Question 1: Development of Performance Management System....................................................2
Induction Process for the Employees..............................................................................................2
Job Description Template for Full time and Part-time Staff...........................................................3
Full Time Staff.............................................................................................................................3
Part-time Staff..............................................................................................................................4
Five KPIs for Full Time Staff and for Part-time Staff.....................................................................5
Performance Appraisal System and Review Process......................................................................7
Facility for Provide Positive Feedback and Encouragement on Regular and Ongoing basis.........8
A Counseling System.....................................................................................................................9
References:....................................................................................................................................10

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Question 1: Development of Performance Management System
Induction Process for the Employees
The induction process for the employees includes (Salau, Falola and Akinbode 2014):
Preparation of Induction Checklist: For this Jean Hubbard could include items such as
the introduction to direct manager or the team leader, the performance standards, work/ office
times, teams’ responsibilities and roles, office layout, access to office and security issues and the
procedures for safety.
Ensuring Warm Welcome: Jean Hubbard can ensure going around in-group asking
everyone for asserting his or her uniqueness. This might also include enjoying a team lunch
Having a Job Description: Here, she could follow single page approach mentioning the
role title, authored by, last update, key task, and position statement and role requirements.
Encouraging the Involvement of the Whole Team: Here, Jean Hubbard can provide
encouragement to the various topic experts for delivering each of the segments and spread it out
over a couple of days rather than a single day.
Discussing the Values and Vision of the Company: In the initial couple of days, it
important for Jean Hubbard to sit with the new employees talk about the vision and values of the
company

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Outlining the Expectations: It is also important to clarify to the employees about the
expectations of the employers and make them understand why they have a unique role to play in
the success of the company
Implementing Creative Ways in Welcoming New Hire: Jean Hubbard should adopt
some creative means like sending an email for introducing the newer recruits to the entire
company.
Following up Regularly: She should also schedule face-to-face follow up with the newer
employees for finding out the challenges they face while integrating with the team.
Asking the New Employees for Feedback: This involves asking the new hire about
their experience
Job Description Template for Full time and Part-time Staff
Full Time Staff
Office Supply Store
Job Description
 Full-time
Essential Duties and Responsibilities:
 To work for the back office and handle stock ordering, billing and invoicing
 Concentrate and personally do the work assigned
 Understand the seriousness of the work responsibly

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 Being employed for a full time role must work 38 hours in a week
Education / Work Experience Requirements:
 Requires excellent written and verbal communication skills, including the ability for effectively
communicating with the internal and the external customers
 Must be proficient in computer and hold high school diploma certificate
 Must possess the ability of working under pressure and meeting the deadlines thereby keeping up
with a positive attitude and ensure an excellent customer service
 Must possess the ability for working independently and carrying out the assignments
Employee Name:
Employee signature: Date:
Part-time Staff
Office Supply Store
Job Description
 Part-time
Essential Duties and Responsibilities:
 To work for the front office for dealing with the customers and enquires

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 Distribution and opening of the mail
 Maintenance and ordering of the inventory of the office supply
 Production of the reports and processing of the invoices for payment.
Education / Work Experience Requirements:
 Excellence in both the written and verbal communication skills and is in a position for
communicating effectively with both the internal and the external customers
 Must have the knowledge of the advanced computer skills and the ability of using the Excel,
Outlook, Microsoft Word and the other software programs for meeting the desired needs.
 Ability of implementing , planning and organizing special and routine projects
 Have the ability of acting and working in professional manner and exercising autonomous
judgment in resolving any problems.
Employee Name:
Employee signature: Date:
Five KPIs for Full Time Staff and for Part-time Staff
Key Performance Index (KPI) for Full time staff includes (Parmenter 2015):

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Consideration of Employee Advocacy: It refers to the liability of the employer in
ensuring that the employees are not only motivated and happy and perform in an optimum
manner for the benefit of everyone.
Measuring the Engagement of Employees: This refers to the measuring the level of
commitment of the employees in contributing to the visions and goals of the company.
Considering the Factor related to Absenteeism: This tries to put forward that there are
numerous shorter periods of absenteeism which is more damaging to the productivity compared
to the absenteeism for longer periods.
Measuring the Addition of Human Capital Value: This refers to the measurement of
the ultimate financial value that the employer adds to the business
Ensuring 360 Degree Feedback Process: This involves considering the opinion of co-
workers, customers or managers who works alongside each other. It also includes a stakeholder
interest in the performance review of the employees.
. The Key Performance Index (KPI) for the Part-time staff includes (May et al., 2015):
Rate of Absenteeism: This is important as it helps in illustrating the engagement and
motivation of the employees towards their work
Hours of Overtime: Increase in the overtime hours helps in translating a higher order
volume or economic growth.

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Cost of Training: This KPI factor is helpful in tracking the development cost of the
employees and undertakes smart decisions related to the development of the skill set after being
hired.
` Productivity of the Employees: This represents the average work hours of the
employees. In other words, this represents the time when the employees actually work or the
amount of the delivered products.
Cost Incurred Per Hire: This is a measurement of the amount of resources invested on a
new employee. It ranges from the recruitment cost, marketing, referral incentive, advertisement
and training.
Performance Appraisal System and Review Process
The development of performance appraisal system ensures following the mentioned
steps:
Establishment of the Standard of Performance: The establishment of the performance
standards depends on everything from the attendance to the sales goals. However such standards
undergo adjustment based on the needs of the business (Aggarwal and Thakur 2013).
Ensuring Employee Communication: Although the standards are mentioned in the
company manuals however they must be clearly communicated to the employees so that they can
easily to understand the expectation of the company (DeNisi and Smith 2014)
Measuring Performance of the Employees: Managers keep a track of the employee
performance on a regular basis. The review of the attendance must be done on a weekly basis

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however the goals related to the sales must be reviewed on a monthly basis (Kim and Holzer
2016).
Comparing Employee Metrics: Undertaking the comparison of an employee with others
performing the same task helps the employers in discovering bigger underlying issue in terms of
either obstacles in operation or training (Dusterhoff, Cunningham and MacGregor 2014).
Feedback of the Employees: This involves reviewing the standard expectations of each
of employee and ensures providing the necessary feedback about the areas that needs
improvement (Barnes-Farrell 2013.).
Ensuring an Action Development Plan: Setting an action plan for the performance
appraisals of the future. Ensure building bigger goals around the success of the employees and
put forward specific action plan in areas that requires improvement (Farndale and Kelliher 2013).
Facility for Provide Positive Feedback and Encouragement on Regular and Ongoing basis
Jean Hubbard can adopt formal and informal coaching sessions in every few weeks for
ensuring encouragement and positive feedback on an ongoing and regular basis. Informal
coaching will help Jean Hubbard in shaping the performance and increasing the likelihood of
aligning the employee result with her expectations (Bernadette, Yang and Sanders 2013). On the
other hand, formal coaching sessions enabled Jean Hubbard in discussing the progress of the
employees in meeting the responsibilities and objectives mentioned in performance plan
(McCarthy and Milner 2013).

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These formal and informal sessions would be focused on:
 Progress made towards the objectives and the developmental goals
 Ensuring recognition for a well performed job
 Ensuring providing additional direction and correction if they are unable to meet
desired objectives
 Acknowledging the progress towards the objectives that are eliminated or
changed
 Ensuing the request for additional resources, training and support
A Counseling System
Jean Hubbard can introduce an Employee Assistance Program (EAP) which is a
confidential and free counselling service offered to the employees for providing initial assistance
and support to group of employees having work related or personal issues that might impact
their performance at work, well being, safety, psychological health and workplace morale
(Taranowski and Mahieu 2013).
Thus, the EAP counselling system aims at assisting the employees in:
 Understanding and clarifying the issues that directly relates to the employees
 Identifying and exploring the options for addressing the issues
 Developing plans for approaching the issues and finding constructive solutions

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References:
Aggarwal, A. and Thakur, G.S.M., 2013. Techniques of performance appraisal-a
review. International Journal of Engineering and Advanced Technology (IJEAT), 2(3), pp.617-
621.
Barnes-Farrell, J.L., 2013. Performance appraisal: Person perception processes and challenges.
In How people evaluate others in organizations (pp. 161-180). Psychology Press.
Bernadette van Rijn, M., Yang, H. and Sanders, K., 2013. Understanding employees' informal
workplace learning: The joint influence of career motivation and self-construal. Career
development international, 18(6), pp.610-628.
DeNisi, A. and Smith, C.E., 2014. Performance appraisal, performance management, and firm-
level performance: A review, a proposed model, and new directions for future research. The
Academy of Management Annals, 8(1), pp.127-179.
Dusterhoff, C., Cunningham, J.B. and MacGregor, J.N., 2014. The effects of performance rating,
leader–member exchange, perceived utility, and organizational justice on performance appraisal
satisfaction: Applying a moral judgment perspective. Journal of business ethics, 119(2), pp.265-
273.
Farndale, E. and Kelliher, C., 2013. Implementing performance appraisal: Exploring the
employee experience. Human Resource Management, 52(6), pp.879-897.

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Kim, T. and Holzer, M., 2016. Public employees and performance appraisal: A study of
antecedents to employees’ perception of the process. Review of Public Personnel
Administration, 36(1), pp.31-56.
May, G., Barletta, I., Stahl, B. and Taisch, M., 2015. Energy management in production: A novel
method to develop key performance indicators for improving energy efficiency. Applied
Energy, 149, pp.46-61.
McCarthy, G. and Milner, J., 2013. Managerial coaching: challenges, opportunities and
training. Journal of Management Development, 32(7), pp.768-779.
Parmenter, D., 2015. Key performance indicators: developing, implementing, and using winning
KPIs. John Wiley & Sons.
Salau, O.P., Falola, H.O. and Akinbode, J., 2014. Induction and staff attitude towards retention
and organizational effectiveness. IOSR Journal of Business and Management (IOSR-
JBM), 16(4), pp.47-52.
Taranowski, C.J. and Mahieu, K.M., 2013. Trends in employee assistance program
implementation, structure, and utilization, 2009 to 2010. Journal of Workplace Behavioral
Health, 28(3), pp.172-191.