Details of Tasks and Work to be Completed in the Month:

CHAPTER 5

ASSESSMENT IMPLEMENTATION

AND USING PERFORMANCE EVALUATION RESULTS

Chapter Objectives

The content of Chapter 5 focuses on the implementation of assessment and use of performance assessment results of organizations/enterprises. This content is presented through two parts: Implementation of assessment and use of performance assessment results. Part 5.1 discusses the main contents of implementing performance assessment, including communication, training on performance assessment, conducting performance assessment and feedback on performance assessment. At the same time, this content also studies and identifies common mistakes in performance assessment of organizations/enterprises. The use of performance assessment results in human resource management activities of organizations/enterprises such as in human resource treatment, in training and development of human resources, in human resource arrangement and use... is presented in part 5.2.

Through this chapter, readers will grasp the basic knowledge about the contents of implementing performance appraisal in organizations/enterprises, including communication activities for performance appraisal; training for performance appraisal and conducting performance appraisal. Readers will also be equipped and trained in the skills of developing and implementing a communication plan for performance appraisal, a training plan for performance appraisal; skills of conducting interviews for performance appraisal, etc.

Introductory situation

MISTAKES IN PERFORMANCE EVALUATION AT MINH DUC GROUP

Mr. Hung is the Human Resources Director of Minh Duc Group - specializing in providing comprehensive software solutions to businesses. With more than 15 years of experience working in the field of human resources of large companies and corporations in the same field, he is considered a key personnel of Minh Duc and is planned for a higher position in the group. Mr. Hung's work process is also highly appreciated by the Board of Directors. With his experience, he has built a performance evaluation system for employees in the company to clarify their contributions to the overall performance of the group. The evaluation system is built with 3 methods including: work diary, 360-degree evaluation and rating scale for each department and division in the group. This evaluation method has been well applied in the development process of the group. In addition, Mr. Hung is also wholeheartedly supported by employees because he is always fair in the evaluation process.

A year ago, the HR department recruited a new head of recruitment - Mr. An. The HR staff noticed that although Mr. An's work results were not good and did not meet the planned results, Mr. Hung rated him as excellent in both of the past two evaluations. Part of the reason that the HR staff noticed was that Mr. An had a personality that was "compatible" with Mr. Hung. This evaluation result did not receive consensus from the staff because they felt it was unfair, which resulted in a significant decrease in the work results of the HR staff and a lack of efficiency in their work. Even some employees who had good performance in previous periods became irresponsible with their work. The previous 360-degree evaluation system received negative feedback.

Despite the very honest feedback from employees, some employees are still reluctant to provide honest and accurate information when asked for evaluation and no longer hope that this evaluation system will be a tool to accurately assess employees' contributions to the business.

Question: Please analyze the advantages and disadvantages of performance evaluation at Minh Duc Group. In your opinion, what mistakes did Mr. Hung make when conducting performance evaluation?

5.1. Implementing performance appraisal

The activity of implementing performance appraisal in an organization/enterprise includes the following basic tasks: communicating performance appraisal; training on performance appraisal; conducting performance appraisal and providing feedback on performance appraisal.

5.1.1. Performance appraisal communication

Performance appraisal has many different roles, one of the most important of which is to measure the level of work completion of employees and guide them to perform according to the requirements of the organization/enterprise. Communication activities of performance appraisal will help performance appraisal achieve this role.

- Purpose of performance appraisal communication

The main purpose of communication in performance appraisal is to help employees in the organization/enterprise clearly understand the functions, tasks and contents of the appraisal program (Mai Thanh Lan & Nguyen Thi Minh Nhan, 2016), specifically:

+ When conducting assessments, organizations/enterprises need to identify clear messages related to the rights and obligations of employees when they participate in performance assessment programs.

and in different ways to convey those messages to each employee. Through communication activities in performance appraisal, employees will clearly understand the benefits that the performance appraisal program brings to them and have a positive view of the performance appraisal work of the organization/enterprise. From there, the subjects participating in the performance appraisal process will cooperate with the organization/enterprise.

+ With the messages that the evaluation media in the performance evaluation conveys to the workforce, it will help them grasp and understand better the content of the performance evaluation program, the expectations and job requirements of the organization/enterprise so that they can perform tasks according to the requirements of the organization/enterprise.

- Content of performance appraisal communication

Organizations/enterprises need to develop an evaluation communication plan to ensure that information related to the organization/enterprise's performance evaluation system is fully, quickly and widely communicated to all subjects involved in the performance evaluation process. The content of a good evaluation communication program must ensure that the recipients of the information can answer the following basic questions:

+ What is performance appraisal?

+ How consistent is the performance appraisal system with the organization/enterprise's operating strategy?

+ What are the benefits of a performance appraisal system?

+ How is the performance appraisal system implemented?

+ What are the responsibilities of the communicated subject in the performance appraisal system?

+ …

- Time and method of communication to evaluate work performance

During the process of evaluating work performance at an organization/enterprise, communication activities are continuously implemented. After the organization/enterprise builds a performance evaluation system, it is necessary to communicate about the performance evaluation system.

At the beginning of the period, managers assign and agree with department heads and individual employees on evaluation criteria and scope of work performance evaluation.

Before conducting a performance appraisal, employees need to be informed about issues related to the content and scope of the appraisal; the areas that need to be appraised and how they will be appraised; and the importance of the performance appraisal results not only for the employee, for each department, but also for the entire organization/enterprise.

After completing the performance evaluation, the results of the performance evaluation are also announced and communicated to individuals/departments along with related decisions.

For example, at company Y, the direct manager will assign tasks/jobs via software, email, in writing or in person. The content of the assigned tasks/jobs includes: name of the task/job; goals and targets to be achieved (according to quantitative and qualitative criteria) to evaluate the results of the goal implementation; completion deadline; weight of each task/job (according to 4 levels based on two factors: the level of importance and the level of urgency of each task/job). Employees will update all tasks/jobs on the software (with tasks/jobs according to the job description, tasks/jobs assigned according to the plan, tasks/jobs assigned by the direct manager via email, writing or in person).

Quest Name	Weight	Time of execution	Target results to be achieved	Description of results
1.				- About the workload - About the quality of work - About other requests	- About the workload - About the quality of work - About other requests
2.
3.
4.
5.

Maybe you are interested!

Box 5.1. Sample form for handing over and receiving monthly task results

1. General information

Full name: Department:

Job position:

Evaluation period:

Day

Direct manager

The person who received the mission

2. Details of tasks and work to be completed during the month:

When an organization/enterprise makes changes, adjusts, or updates its performance evaluation system, it is also necessary to conduct performance evaluation communication. The evaluation communication system in an organization/enterprise often includes: internal newsletters, forums, mail groups, meetings, seminars, communication in performance evaluation interviews, etc.

The example below (box 5.2) is a performance appraisal communication product of a company when the company communicated some changes in its performance appraisal policy through a written notice.

Box 5.2. Example of performance appraisal communication via written notice

AMENDMENTS AND SUPPLEMENTS TO THE EVALUATION REGULATIONS

(Attached to Decision No.….)

TT	Content	Old rules	New rules	Reason
1	Article 4: Method	3 methods: text, system	1 method: software	- Promote technology application
	assign tasks and evaluate	email system, software	of the company	information technology to manage the whole
	performance price	assign work		delivery and evaluation process
	mission			results of task performance
				direct manager's duties/jobs
				reception and staff
				- Manage and save all records
				assign, receive, and perform work
				and performance evaluation
				duties/jobs of each
				direct management and staff
				worker

Article 6: Adjusting criteria for evaluating performance of tasks/jobs that are difficult to evaluate according to quantitative indicators	Evaluated by 5 criteria: (i) workload; (ii) quality of work; (iii) skills and professional knowledge demonstrated when performing work; (iv) initiative and creativity in work; (v) communication skills, interaction and coordination with colleagues and departments	Evaluated by 2 criteria: (i) volume (products and completion time); (ii) quality of finished products	Focus on evaluating the true nature of the results of the task, which is the quantity and quality of the product. The factors of creativity, communication, coordination, skills, knowledge, and direct management will comment, discuss, and give feedback to staff to improve work efficiency.
3	Article 7: Strengthening	Do not have	Direct management often	Strengthen guidance,
	two-way interaction		regularly (weekly, monthly,	mentoring, capacity development
	between direct management		quarterly), timely (when staff	staff
	and staff		completed worker	through exchange, interaction two
	pill		duty or risk	direction between direct management and
			incomplete) reflection	staff
			feedback and exchange with staff
			employees on results
			perform tasks, those
			attitude, behavior need to be regulated
			adjust, the abilities (skills)
			skill, expertise, profession
			service) need to be supplemented, completed
			improve efficiency
			perform tasks
			other work

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