Performance Appraisal at Telespazio: Aligning Strategic Goals

Performance Appraisal at Telespazio
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Performance Appraisal at Telespazio
Being a global company, it is crucial for Telespazio to conduct performance appraisals so that progress can be well monitored. The company developed an appraisal system referred to as Performance Appraisal at Telespazio (PAT). The system was created in 2005 (Profili et al., 2014). There are two main ways this appraisal system identifies employee roles. First, the system measures the extent to which employees achieved the goals and objectives of the company. For middle managers, professionals and specialists, a three-level scale is used to determine the extent to which objectives were achieved. The levels are not achieved, not achieved, and exceeded. The levels used for employees and operators are to be improved, standard, and outstanding.
As discussed above, the PAT system was developed in 2005. While it has its own strong points and has helped improve the company's performance, it has some shortcomings that need to be addressed. One of those shortcomings was the limited options in the scale for rating workers. Due to the deficiencies, it became necessary to revise the appraisal system. A revised appraisal system was developed in 2011 (Profili et al., 2014). This revised program is the current appraisal system. The significant improvement of the system surrounded a revision of the rating categories, a more selective appraisal system, and provision for assessment of new competencies. The appraisal system is used in all the countries where Telespazio has operations.
Several developments have occurred over the years when it comes to performance ratings. As identified previously, the first appraisal system was implemented in 2005. The performance ratings for the PAT system gauged both managers and employees on a three-level scale. For the employees, an employee performance rating would be one of the following: to be improved, standard, or outstanding. For managers, it would be one of the following: exceeded, achieved, or not achieved. When the system was revised in 2005, the performance rating process was also improved. Four-level performance rating criteria were set up. For employees and operators, the four levels are: to be improved, adequate, high, or excellent (Profili et al., 2014). For managers and specialists, the levels are: not achieved, partial achievement, achieved or exceeded. The revised system also introduced a performance rating based on competencies. Organization competencies are gauged on the following levels: to be improved, adequate, high, or excellent. On the other hand, technical competencies fall within one of the following levels: average, familiar, skilled, and master (Profili et al., 2014).
Telespazio has developed its own unique practices for carrying out performance appraisal interviews. The structure of the appraisal system in the company is such that the interview plays a crucial process in the appraisal process. During the interview, managers focus on the gap existing between the employee's actual performance and the expected performance. After identifying gaps, the manager can suggest ways to bridge them. An example would be to offer ...