Topic 6: Performance Management And Appraisal

 Performance Appraisal at Telespazio: Aligning Strategic Goals to People Development





 Performance Appraisal at Telespazio: Aligning Strategic Goals to People Development

Performance appraisal involves assessing an employee’s current or past job performance in relation to the set job performance standards. It is a regular review of an employee’s performance within the organization. It begins when an individual is employed and ends when they leave the organization. Performance appraisal aims to identify an employee’s current job performance and give them feedback (Brown et al., 2019). It also seeks to identify an employee’s strengths and weaknesses and thus determine areas requiring training and development. The purpose of this paper is to discuss the performance appraisal of employees within the Telespazio organization.

How Telespazio Uses Appraisal Assessments to Identify Employee Roles

Telespazio uses the Telespazio Performance Appraisal tool to identify employee roles by evaluating emp

loyees’ previous roles in their various job positions. The tool is also used to develop new objectives for the various job positions, which are then used to identify employee roles (Profili et al., 2014). The appraisal assessment tool helps identify the employees’ current roles and develop new roles for each position, which are then integrated through the Competency Management System. Besides, the tool analyzes the needed professional skills for a job role and compares them against the current skills the employees have. This helps the employees identify if they have the needed professional skills to take up a role in the organization.

Current Appraisal Systems

Telespazio developed a Performance Appraisal System (PAT) in 2005. The purpose of PAT was to match the employees’ efforts with the organization’s goals and objectives, both in its local and global business operations. The PAT is a digital system that seeks to improve information sharing, transparency, the definition of the organizational goal, and focus more on employees’ competencies and roles (Profili et al., 2014). The appraisal system focuses on the management of employees in the aspects of training career d

evelopment, compensation, motivation, and promoting employees’ mobility. In addition, the PAT appraises employees based on their observable conduct at work. It rates every employee, from top-level managers to employees at the bottom of the organizational hierarchy. The rating system has a three-level scale that rates employees’ performance as Not Achieved, Achieved, and Exceeds. It also rates performance based on a three-layered scale: To be Improved, Standard, and Outstanding (Profili et al., 2014). Furthermore, the OAT focuses on employee motivation and development rather than reward and punishment, which improves employees’ long-term job performance and productivity.

Performance Ratings

The HR department developed the performance ratings at Telespazio to improve the overall feedback to various aspects of employee productivity and job performance. Telespazio uses an SAP system to obtain data used to rate job employees’ performance. The current appraisal system has an electronic data collection method, which was developed to guarantee that the analysis of employees’ skills and competencies is standardized and unbiased (Profili et al., 2014). Telespazio analyzed and changed its appraisal system from a numeric-based scale to a three-layered rating scale, which improves the accuracy of employee ratings and promotes consist

Topic 6 Performance Management And Appraisal

ency in the rating results. In addition, Telespazio uses the 3600 feedback appraisal method whereby an employee is evaluated by their colleagues. The appraisal method promotes transparency in performance appraisal because an employee is appraised by colleagues instead of only the supervisor. Lastly, employees in Telespazio are appraised using the Management by Objectives (MBO) method (Profili et al., 2014). The MBO appraisal entails the managers appraising employees based on the objectives they have defined for their subordinates, which supports an objective employee evaluation.

Telespazio’s Practices for Performing Appraisal Interviews

Appraisal interviews are planned, organized and personal interviews between employees and their managers. Employee appraisal interviews at Telespazio start by having the employees and their supervisors/manager write down their professional abilities and job performance expectations. The employee and the manager then have a formal face-to-face meeting to discuss the employee’s job performance in relation to their abilities and set job expectations (Melander Bowden & Sandlund, 2019.  Appraisal interviews are used at Telespazio to increase employees’ productivity and improve their work practice. The employee and the manager jointly identify the key areas that need improvement and discuss how the employee can perform through a feedback mechanism.

Changes Or Strategies That Could Be Implemented To Current Performance Appraisal Practices

The current performance appraisal practices at Telespazio can be improved by having frequent performance feedback from managers. The managers need to check on the employees more regularly to evaluate their progress and offer feedback on the performance. This approach is essential since positive performance feedback supports strong skills and reinforces positive employee behaviors while showing the employees areas to improve their performance (van Woerkom & Kroon, 2020). Telespazio needs to integrate regular performance feedback into the organizational culture and have the appraisal of employees begin as soon as they start working in the company. Timely performance feedback will be an effective strategy to support employees while at the same time influencing their work positively.

Additionally, the company can improve performance appraisal practices through regular employee-manager meetings (progress meetings) to discuss job outcomes and results. The progress meetings would be essential for the managers to identify how the employee is working to achieve the set goals and objectives (Brown et al., 2019). The managers can use the progress meetings to guide employees on approaches they can take or modify to help meet job performance standards.

New Performance Appraisal Tool

Telespazio would benefit from a Behaviorally Anchored Rating Scale (BARS) tool. The BARS tool employs an absolute standard approach and compares an employee’s performance with precise behavioral examples attached to numerical ratings (Klieger et al., 2018). Every performance level on a BAR scale is attached to multiple BARS statements describing common behaviors that the employee regularly demonstrates. The statements serve as measures that gauge an employee’s job performance against set job performance standards. The company would benefit from the BARS tool because it outlines clear job performance standards for employees, improves feedback, promotes accurate analysis of performance and consistent appraisal (Klieger et al., 2018). Furthermore, the tool will eradicate construct-irrelevant inconsistencies in performance appraisal ratings since it emphasizes precise, concrete, and observable employee behaviors.

Benefits Of Using Both BARS Tool And Appraisal Interview

The BARS tool is a vital component of structured interviews. One benefit of using the BARS tool and appraisal interview during performance appraisal is that the employee and the manager can discuss the behavior the employee regularly exhibits (Kell et al., 2018). Consequently, the employee receives feedback on their strong behaviors and those they should improve on to meet job performance standards (Kell et al., 2018). Besides, the results from the BARS appraisal can be used as the focus of the appraisal interview, and the manager can discuss with the employee the degree of the employee’s deviation from the expected job performance.

Recommendations To Telespazio Leadership

Recommendations to Telespazio leadership to help meet performance appraisal expectations include encouraging two-way and open discussions between employees and managers. Leaders can achieve this by asking their subordinates open questions about their performance. They should also offer positive feedback and commend the areas the employee has outshined to motivate them to perform better (van Woerkom & Kroon, 2020). In addition, I would recommend leaders and managers to set SMART objectives for the employees and ensure that they agree with the objectives to ensure realistic criteria. Managers should align the objectives to the overall company goals for the employees to identify how they can make a positive contribution to the company.


            Telespazio uses a performance appraisal tool to determine future employee roles by evaluating their previous roles in their various job positions. The company has a Performance Appraisal System, which matches employees’ efforts with the organization’s goals and objectives. Appraisal methods used include appraisal interviews,

3600 feedback, and management by objectives. The methods have been relatively effective in identifying employees’ strengths and weaknesses. However, the organization can integrate the BARS tool, which evaluates an employee’s specific behavior.




Brown, T. C., O’Kane, P., Mazumdar, B., & McCracken, M. (2019). Performance management: A scoping review of the literature and an agenda for future research. Human Resource Development Review18(1), 47-82.

Kell, H. J., Martin‐Raugh, M. P., Carney, L. M., Inglese, P. A., Chen, L., & Feng, G. (2018). Exploring methods for developing behaviorally anchored rating scales for evaluating structured interview performance. ETS Research Report Series2017(1), 1-26. doi:10.1002/ets2.12152

Klieger, D. M., Kell, H. J., Rikoon, S., Burkander, K. N., Bochenek, J. L., & Shore, J. R. (2018). Development of the Behaviorally Anchored Rating Scales for the skills demonstration and progression guide. ETS Research Report Series2018(1), 1-36. doi:10.1002/ets2.12210

Melander Bowden, H., & Sandlund, E. (2019). Knowledge talk in performance appraisal interviews. Learning, Culture, and Social Interaction21, 278-292.

Profili, S., Sammarra, A., Innocenti, L., & Gabrielli, G. (2014). Performance appraisal at Telespazio: aligning strategic goals to people development. International Journal of Case Studies in Management12(1), 1+.

van Woerkom, M., & Kroon, B. (2020). The Effect of Strengths-Based Performance Appraisal on Perceived Supervisor Support and the Motivation to Improve Performance. Frontiers in psychology11, 1883.


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