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Performance rating moderation
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HR Executive Moderator
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Oct 28, 2007 01:03 PDT
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Good day,
Our process works as follows:
1. We send performance rating scale guidelines in line with the company
performance before staff rating takes place. Company performance is
therefore assessed before individuals
2. Three Guidelines exits. To mention one:
If the overall company performance is better than budget (stretch
targets):
30 - 40% of staff should receive top ratings,
50 - 65% of staff should receive mid ratings,
5 - 10% of staff should receive below standard ratings.
Principles:
1. Managers receive company scores before individual ratings take place.
This would trigger the guideline as mentioned previously.
2. No moderation can take place after HR receives the scores. Follow -up
discussions take place with managers scoring to high or low, which
should be fixed during the next rating process. (I do not have any
research results but experience tells me, if moderation takes place
after ratings was done, it has a very negative effect on morale).
3. Use a flexible bell shape target guideline.
Please send me some remarks from other delegates.
Louis
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Second response
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In my organisation which is a mining company the rating is done by the
senior management team based on agreed STIPS. The impact is both
positive and negative as some employees believe it brings fairness while
others think otherwise.
Regards
-----Original Message-----
Subject: [HR Executive] Performance rating moderation
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HR Executive Discussion Forum
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Does anyone do performance rating moderation? If so what is the
rationale for a moderation and how is it applied in your respective
organizations?
Who does the moderation and what is the impact on employee morale of
such a process especially if the Bell Curve is used and forced
distribution is done? Any comments would be welcome as I am looking at
score/rating moderation in our company. Where can I get some literature
or research that was done on this?
Thank you.
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