Reference Griffin, D. (n.d.). Types of Employee Appraisal Systems.
Groysberg, B., & Abbott, S. L. (2012). A.P. Moller – Maersk Group: Evaluating Strategic Talent Management Initiatives.
Heathfield, S. M. (2018). What Is Performance Management in the Workplace?

The role of human resource management in the performance management process is critical in implementing and designing performance appraisals. The key to effective evaluations is effective communication with employees, the supervisor, and the standards for measuring performance. It is critical that all employees understand their job responsibilities and expectations. This is important so that they understand what their supervisor expects of them, as well as the standards for measuring effectiveness and, most notably, how the result is measured.

The Performance Management Process (PMP) provides a framework for employees and their managers to effectively communicate about performance issues and strategize for professional growth. This is an ongoing process, and supervisors should arrange to meet with new hires within the second week of their start date to begin it. Continuous feedback must be given to aid in the review process and in reevaluating employee needs and goals.

The trait-focused system focuses on qualities such as usefulness, dependability, and timeliness. Supervisors evaluate employees by identifying characteristics that each individual possesses. The majority of trait-focused systems employ a simple checklist with ratings such as satisfactory, excellent, and needs improvement. This system is typically employed in a customer service department. The behaviorally anchored rating system (BARS) determines employees’ work by measuring a specific behavior with a rating scale. In behavior-focused evaluations, four rating scales are used: graphic rating scales, behaviorally anchored rating scales, forced choice scales, and mixed standards scales. Graphic rating determines behaviors on a sliding scale from excellent to poor; results for median employees should cluster in the center, with poor employees near the bottom and abnormal employees near the top. This system is commonly used within corporations.

In terms of the Maersk Customer Service – CARE Business Partner, I would recommend conducting a 360-degree evaluation. This evaluation is carried out by various individuals who interact with the employees, and is normally recorded on forms that are compiled and placed into a single profile to be used at the evaluation meeting with the employee’s manager. This evaluation provides the employee with a snapshot of their performance based on feedback from superiors, peers, customers, and suburbanites, with a focus on customer service representative leadership. In my opinion, this would be my first choice because the organization seeks responsible employees who provide excellent customer satisfaction, own and manage customer-facing activities, and collaborate with multiple departments within the organization.

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