Cognitive ability tests are the assessments to understand the cognitive abilities of human beings. The main idea of these tests is to understand how the employee can use their best skills in the organization. The tests are conducted on the basis of various aspects like – IQ tests, T maze tests (test learning ability), Verbal reasoning, etc. All of them aim at exploring the skills and qualities present in the employee. These tests are generally administered during the recruitment procedure. Further, they are again conducted once the person is on board – this is also useful during the performance appraisal of the employee. The scores are very helpful in order to do the appraisal of the employee.
These tests are stored for all future purposes – let us understand how it is useful for improving the performance appraisal of the employees.
- It is crucial for the evaluator to fully comprehend both the positive and negative effects of performance appraisals. Discovering a step-by-step method for developing feasible performance appraisal strategies can help clarify appraisal situations for managers by adjusting their perspectives on the true importance of performance reviews. Only then can the appraisal be utilized effectively in problem-solving.
- Preparation is the first step to any successful performance appraisal. Both the appraiser and the employee must participate in this preparation. Each participant must decide on specific instances—positive and negative—that are reflective of the employee’s performance. Each must also plan to discuss specific accomplishments and how these accomplishments may be built upon in the future.
- When the employee has completed his or her self-appraisal, the supervisor needs to respond in a constructive, positive manner-mentioning first the agreeable points, then the disagreeable points. During this discourse, it is important that the supervisor be non-judgmental and supportive.
- Defining Performance Problems, often, appraisals do not follow such a clear-cut path: Frequently, supervisors have trouble defining a problem with an employee’s performance. How can a manager you accomplish what needs to be done without having to direct such employees every step of the way? Why do some employees really care about their jobs while others do only what they are told (and then only if their supervisor stands over them)?
- The more clearly a problem is defined, the easier it will be to find a solution. Not understanding what the supervisor considers to be “acceptable performance” is a common problem for employees. When faced with any performance problem, the supervisor needs to realize that there are only two causes of performance problems: deficiencies in knowledge and deficiencies in the evaluation.
- Deficiencies in knowledge are most easily identified. No matter how motivated they are or how hard employees try, they cannot do their jobs effectively if they do not have the appropriate knowledge or training. A knowledge deficiency is the supervisor’s problem, not the employee’s problem. It is the manager’s responsibility to make sure workers have the necessary knowledge to doing their jobs and that they have demonstrated the skills to do the work.
