Question: What steps do most PA processes include?
Evidence: Performance appraisal (PA) is an important HR process, particularly for modern organizations that crucially depend on the skills and expertise of their workforce. The PA process enables an organization to periodically measure and evaluate every employee's performance. It also provides a mechanism to link the goals established by the organization to its each employee's day-to-day activities and performance. Design and analysis of PA processes is a lively area of research within the HR community BIBREF0 , BIBREF1 , BIBREF2 , BIBREF3 .
The PA process in any modern organization is nowadays implemented and tracked through an IT system (the PA system) that records the interactions that happen in various steps. Availability of this data in a computer-readable database opens up opportunities to analyze it using automated statistical, data-mining and text-mining techniques, to generate novel and actionable insights / patterns and to help in improving the quality and effectiveness of the PA process BIBREF4 , BIBREF5 , BIBREF6 . Automated analysis of large-scale PA data is now facilitated by technological and algorithmic advances, and is becoming essential for large organizations containing thousands of geographically distributed employees handling a wide variety of roles and tasks.
A typical PA process involves purposeful multi-step multi-modal communication between employees, their supervisors and their peers. In most PA processes, the communication includes the following steps: (i) in self-appraisal, an employee records his/her achievements, activities, tasks handled etc.; (ii) in supervisor assessment, the supervisor provides the criticism, evaluation and suggestions for improvement of performance etc.; and (iii) in peer feedback (aka INLINEFORM0 view), the peers of the employee provide their feedback. There are several business questions that managers are interested in. Examples:
In this paper, we develop text mining techniques that can automatically produce answers to these questions. Since the intended users are HR executives, ideally, the techniques should work with minimum training data and experimentation with parameter setting. These techniques have been implemented and are being used in a PA system in a large multi-national IT company.
The rest of the paper is organized as follows. Section SECREF2 summarizes related work. Section SECREF3 summarizes the PA dataset used in this paper. Section SECREF4 applies sentence classification algorithms to automatically discover three important classes of sentences in the PA corpus viz., sentences that discuss strengths, weaknesses of employees and contain suggestions for improving her performance. Section SECREF5 considers the problem of mapping the actual targets mentioned in strengths, weaknesses and suggestions to a fixed set of attributes. In Section SECREF6 , we discuss how the feedback from peers for a particular employee can be summarized. In Section SECREF7 we draw conclusions and identify some further work.
In most PA processes, the communication includes the following steps: (i) in self-appraisal, an employee records his/her achievements, activities, tasks handled etc.; (ii) in supervisor assessment, the supervisor provides the criticism, valuation and suggestions for improvement of performance etc.; and (iii) in peer feedback (aka 360◦ view), the peers of the employee provide their feedback.
Answer: (i) in self-appraisal, an employee records his/her achievements, activities, tasks handled etc.; (ii) in supervisor assessment, the supervisor provides the criticism, valuation and suggestions for improvement of performance etc.; and (iii) in peer feedback (aka 360◦ view), the peers of the employee provide their feedback.