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Performance Appraisal Methods

The performances are managed and evaluated in the way for me as my team twice every 6 months and at the end of the year depending on the results, you have a good bonus or not.
The company has set up a platform called Workday, where all the objectives are grouped, visible by human resources and managers. At the beginning of each year, objectives are established, discussed between supervisor and employees before entering the system. The employee completes the information as in a form, once finished, it will be submitted to the approval of his manager who will in turn make comments, validate it and then send it to Human Resources.
6 months later, a discussion takes place for verification, how does the objectives evolve during the year, are there any difficulties, are there objectives that are achieved? are there any difficulties in reaching some other goals?
At the end of the year, the manager will make comments to evaluate the agent if he has achieved his goals or not.
Taking into account my experience, being responsible for an oil terminal, I have some objectives set up after discussion with my hierarchy to reach them gradually over time.
Here are some goals:
1. To manage well the gains and  losses in the daily management of the oil products knowing that during the movement of the products, losses of the products can appear, this objective is specific, it defines exactly the actions to be taken into account to be able to accomplish this mission . It is measurable since we can quantify the volume lost or gained. It is endvable because it can be solved, it can be solved and it can be spread over a certain period of time.
2. To ensure that there is no fatality throughout the year due to actions poorly undertaken by the staff in the day-to-day operations of the terminal, this objective will most often raise the awareness of operators in their daily work, push them to follow correctly the established procedures, to call them to always report in case of problem encountered during the exercises of their functions to improve their ways of work and not to put them in danger.
3. Being able to reduce 10% of the costs in managing the terminal as a whole, here I should be reassured to be able to reduce expenses where I could, for example, invite agents to print documents when needed, discuss and get overtime approved by the operators before a job, reduce unnecessary shopping for lack of communication, etc.
Using this method, I find it personally very easy to implement, it is easy to apply and allows a good understanding of the tasks and objectives of employees, a good follow-up for those responsible and the achievement of the objectives of the company in the end.
It is a method that pays off as it allows people to be judged on their work, to improve them to help them do their jobs.
Generally the agents with the routine, think that they do their work as it should be, they usually say, it has always been done like that, that's how it works, etc ... unlike with the SMART method, they have a more precise view of the expectations of their managers, the quality of the work to be done, the time required for the work, it is thus several links which thus constitute the chain which will advance the society towards one of the better days.
I have experimented this method for several years and I think that the performances of my team have improved significantly, my teams are paid according to their objectives achieved or not.





References

Senyucel, Z. (2009). Managing Human Resources in the 21st Century.
People Performance Management Toolkit. (2017). NHS Employers and Skills for Care.  Retrieved from: https://www.skillsforcare.org.uk/Documents/Leadership-and-management/People-Performance-Management-Toolkit/People-Performance-Management-Toolkit.pdf or download the pdf.
Miller, S. (2011). Pay for Performance: Make it more than just a catchphrase. SHRM. Retrieved from: http://www.shrm.org/hrdisciplines/compensation/articles/pages/catchphrase.aspx

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