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Frequency, purpose and process of performance review
The process of performance review involves developing an evaluation form, identifying the measures of performance, setting guidelines for feedback and creating a disciplinary and termination process (Kearney, 2018). Frequency of review stands for the time interval between two performance review. Such reviews are likely to be helpful in the assessment of performance efficacy of employees and identifies the area of employee performances requiring improvements. The major purpose of the performance review stands for the assessment of areas to improve and develop a performance management strategy for addressing the areas (CIPD, 2021). In terms of frequency, it has been noticed that most organisations include a performance review procedure every 6 to 12 months which is ideal for performance review in order for appraisal of performance. Reviewing performance in every 6 to 12 months gap enables organisations incorporating improvements in that frequency and apprising the organisational performance as well.
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Performance review meeting
Reviving employee performance annually or every six months is fundamental in the human resource process for assessing how well employees are performing throughout. In personal opinion and experience, retrieving employee performance also provides the scope to take effective steps towards providing helpful feedback opportunities as well as rewards to the employees and it serves the view of future perspective of the organisation. Further, according to Bacal (2004), performance review is essential for setting off the level of performance and development in order for achieving future goals and objectives of an organisation. However, I have found that performance review is not an easy process and if not carried out well without any preventive measures. With healthy planning and routine monitoring, the annual performance review can be effective (Wigert and Harter, 2017). In order to carry out the performance review process, in my opinion, the performance reviewers must have some major skills and should keep in mind the fundamental components of the performance review system.
Being the observer of the performance review process carried out by a line manager in the organisation, the sense has been gathered that the line manager is a highly competent reviewer. On the basis of the fundamental skills of the line manager, I have evaluated that the line manager at the very first has set the performance expectations and goals before reviewing employee performance. Max and Bacal (2011), have argued that repairing beforehand by setting a clear and concise performance expectation and goals, an individual will be able to tally employee performance on the basis of the set expectations and goals. In my opinion for providing suitable feedback and organising thoughts while providing feedback the essential requirement is to prepare ahead of time to stay on track. In this regard the manager should have a clear knowledge regarding the tasks of employees and the requirements. Further, preparing open-ended questionnaires beforehand in order to form a conversation with the employees can be a great start of the process of performance review (Murphy, 2020). It has been assessed that the line manager of the organisation has done the same which makes the manager a competent one.
After this, effective communication through conversation with the employees is a major part of performance review in which the manager not only talks but also listens to the employee side as well. As performance review is about the performance of employees, I think the employees should be listened to thoroughly while the performance review manager can also put his/her input. As opined by Layland and Redding (2019), the performance review managers should keep in mind that performance review is a two-way discussion and so is communication. The session of performance review is not a criticism session hence avoiding detailing every mistake that has been made by employees and not being dominated in the conversation process is fundamental for a performance review manager (Wigert and Harter, 2017). Providing a chance of discussion to the employees and pointing out the strengths and weaknesses of the employees can be effective for performance appraisal through performance review in my opinion. It has been noticed that the line manager of the organisation has done similar things and has proved to be a successful performance review manager.
As opined by Max and Bacal (2011), I have learned that practicing positive reinforcement is beneficial as speaking with the employees and providing honest feedback to them can improve employee performance. According to Wigert and Harter (2017), most employees view performance review sessions as a waste of time; hence, giving employees some aspects to learn from the meeting can be helpful to manage performance. I have assessed that the line manager of the company has all these treats in being a successful performance review manager. After the session of performance review and noticing the area of improvements, implementing changes in the current performance appraisal process is inevitable. In my opinion, this is helpful for betterment of employee performance by providing personalized guidance to them according to their learning styles which in turn can positively affect overall productivity of a business firm.
Lastly, focusing on the progress and meeting the future oriented goals of the organisation is a vital step of the process of reviewing performance. As an organisation has to deal with a number of employees, only reviewing the performance and not implementing future oriented goals and providing them guidance towards achieving the goals can damage the whole process of performance review (Armstrong et al., 2011). Thus, guiding the employees through adequate support and feedback to the employees in order to achieve the future goals of an organisation is inevitable for a successful performance review process. I have noticed that the line manager has all the major skills that have made the line manager a successful and competent one.
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