Rejecting Appraisal - CiteHR
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Hi all,
I am disappointed with my appraisal this year( just bcoz of biased manager). Please answer my questions
1.What happens when we reject Unfair /Low apprasial. What does Managers do?
2. How HR team /finance team handles such situation.
(Please dont giv suggestions like Adjust yourself,search for another job etc, i want to know procedure)

[QUOTE=prem anand1981;2079766]Hi all,
I am disappointed with my appraisal this year( just bcoz of biased manager). Please answer my questions
1.What happens when we reject Unfair /Low apprasial. What does Managers do? - You may not get Good Treatment from your reporting Authority. As you have rejected the Appraisal his EGO must have hurted.
2. How HR team /finance team handles such situation. - HR , Finance can not do anything unless top boss intervene in the matter.

Hello Mr Prem Anand,
There are three parts in a fair appraisal process.
1.0 Self Appraisal
2.0 Revised Appraisal after discussion with the boss.
3.0 Review and Acceptance by Boss's superior.
Since you have rejected your Boss's appraisal
as you are not agreeing to it, there is very little left.
The Review Process appraisal mostly follows the
recommendation given by the boss.
However if the Reviewer is a fair person he can over rule
the views expressed by your boss. Yet this is seldom done.
The details provided by you is insufficient to understand your
appraisal system.

Hello Prem Anand,
In addition to what V.Raghunathan mentioned about insufficient details, pl also give more details about your Company--which sector, employee size, your role/designation, etc. More the info, better focused & accurate the suggestions/responses.
While, in general, the Appraisal process is similar across sectors, like V.Raghunathan mentioned, there will be quite a few variants that are industry-specific.
All the Best.

Dear Prem Anand,
I take this opportunity to suggest to members that we should try and give as much detail about the scenario as possible, when raising a query. This will help members to give precise response, as already noted by TS.
In case we raise a general question my advice is do our homework first before raising the question. For example, I searched the web using the terms from your query and found a general model of appraisal at Approving and Following Up an Appraisal (PA-PD) (SAP Library - Personnel Development)
and a good presentation at <link fixed>
If I a retired academic can do that, I am sure that youngsters more conversant with the computers can do the same.

I fully support what our learned members have suggested!

Coming to back to your query, do you have any organisational policy in place mentioning about rejection of performance appraisal? If not,then did you try talking it out with your HR. Ideally, your HR personnel should be the best option in suggesting further process (if it exists and I'm getting a feeling that the redressal is not in existence).

Nonetheless, bitter truth 1.I personally have seen very few companies ACTUALLY reconsidering the rating,for most of them the manager's word is final. 2. It would also depend on your role / presence in the company. If I'm an important asset to the company then normally I would stand a fair chance of getting heard! 3. How are you planning to prove that the ratings are partial, do you have any grounds like documentation of each and every task? 4. Is it that you are not agreeing to entire rating or there are few parameters where you want to disagree with your manager?

In case, you put in a request for reconsideration of your appraisal, then you would need to keep your agruments factual. The way you have framed your query - it is evident that there is definitely a grey area in your work relationship with your reporting authority. My sincere suggestion is please do adress the faith issue FIRST.


Dear Prem,

Negotiating a rating at Performance Appraisal is what every HR expects for, which is why they call an one-on-one meeting. However, offering a fresh rating barely happens.

The reason being the ratings are arrived after intense calculation using bell curve. Changing the rating for one individual, might affect the matrix.

However, at some cases, the HR leaders consider a buffer in terms of increment or a future consideration. Unless the talent is working on a critical role and losing him or her would affect the business, there are no changes made.

In your case, since you have rejected, they might revert with explanations. Options if offered would be within their limits, hence wouldn't be, exactly what you had asked for.

They might also just closed the meeting with consequences of you not accepting it, but then that's the worst case scenario.

Suggestion for you, even though you have strictly not asked for it, please cut your losses. Be prepared with data why you are worth , what you are asking for. Try and countering all your faults without being rude or arguing with the leaders.

Most importantly, find ways to stay focussed and cool your jets. You need to beat the scores. Wish you all the best!

1. What happens when we reject Unfair /Low apprasial. What does Managers do?
What you can do is to write \"With Objection\" on the appraisal form. This is acceptable as no one can make you accept something which you do not agree.
2. How HR team /finance team handles such situation.
From the HR side, it can re-visit the terms of reference of your job as against your achievement. That is why, it is very important to have a clear job objectives (measurable objectives) which will be basis for the evaluation.
The Finance on the other hand, and commonly, just implement the numbers indicated in the evaluation form.

While I appreciate the contributions made on this so far with regards your query Prem Anand1981, I couldn't agree more with V. Raghunathan, TS, Simhan, Shalini Uniyal, it's been with assumptions.

We are not sure as to the size of the company you work in, the type of industry you are engaged with, and what really is the appraisal process followed, reason being the inputs you will get will vary quiet a bit on all the dimensions depending on processes being followed, the leadership values, and ethics practiced by Companies.

Responsibility for Appraisal

Often the human resource department is responsible for coordinating the design and implementation

of performance appraisal programs. However, it is essential that line managers play a key role from beginning to end. These individuals usually conduct the appraisals, and they must directly participate in the program if it is to succeed. Several possibilities exist with regard to the person who will actually rate the employee.

Performance Criteria (Standards): There is an old adage that says "What gets watched gets done." Therefore, management must carefully select performance criteria as it pertains to achieving corporate goals. The most common appraisal criteria are traits, behaviors, competencies, goal achievement, and improvement potential.

Traits such as attitude, appearance, and initiative are the basis for some evaluations. Traits may relate to job performance and, if this connection is established, using them may be appropriate. Traits such as adaptability, judgment, appearance, and attitude may be used when shown to be job-related.

Competencies which are a broad range of knowledge, skills, traits, and behaviors that may be technical in nature, relate to interpersonal skills, or are business-oriented.

Behaviors - When an individual’s task outcome is difficult to determine, organizations may evaluate the person’s task-related behavior or competencies. For example, an appropriate behavior to evaluate for a manager might be leadership style. For individuals working in teams, developing others, teamwork and cooperation, or customer service orientation might be appropriate. Desired behaviors may be appropriate as evaluation criteria because if they are recognized and rewarded, employees tend to repeat them. If certain behaviors result in desired outcomes, there is merit in using them in the evaluation process.

To determine the performance is therefore dependent on competency and specific skills in the following five key areas:

Strategic contribution: Connecting firms to their markets and quickly aligning employee behaviors with organizational needs.

Business /Domain knowledge: Knowing how businesses are run and translating this into action.

Personal credibility: Demonstrating measurable value; being part of an executive team.

Delivery: Providing efficient and effective service to customers

Technology: Using technology and Web-based means to deliver value to customers.

Goal Achievement : If organizations consider ends more important than means, goal achievement outcomes become an appropriate factor to evaluate. The outcomes established should be within the control of the individual or team and should be those results that lead to the firm’s success. At upper levels, the goals might deal with financial aspects of the firm such as profit or cash flow, and market considerations such as market share or position in the market. At lower organizational levels, the outcomes might be meeting the customer’s quality requirements and delivering according to the promised schedule. To assist the process, the manager needs to provide specific examples of how the employee can further his or her development and achieve specific goals. Both parties should reach an agreement as to the employee’s goals for the next evaluation period and the assistance and resources the manager needs to provide. This aspect of employee appraisal should be the most positive element in the entire process and help the employee focus on behavior that will produce positive results for all concerned.

Improvement Potential - When organizations evaluate their employees’ performance, many of the criteria used focus on the past. From a performance management viewpoint, the problem is that you cannot change the past. Unless a firm takes further steps, the evaluation data become merely historical documents. Therefore, firms should emphasize the future, including the behaviors and outcomes needed to develop the employee, and, in the process, achieve the firm’s goals. This involves an assessment of the employee’s potential. Including potential in the evaluation process helps to ensure more effective career planning and development.

I hope you will now be able to understand where you stand and what were really the causes of an appraisal that you feel was short of your expectation, though I am not ruling out the possibility of immediate Supervisor's or Manager's holding a bias.

Incidentally, it might be interesting to let you know that I am an out-and-out employee advocate, which came out of a practical incident that can be traced back to the year 1985, when I used to be an Assistant Manager in a large manufacturing company. It was appraisal period, the process used to be that the employee fills the self appraisal and it gets discussed by the Manager and another peer Manager who waits as a dependent next in line for the services rendered/provided by the employee. All ratings would be collated with remarks and appropriate recommendations. The case in point was of an employee who chalked phenomenal performance all through the year say 11 months and a few days, but an incident of an argument with the Canteen Manager and the subsequent inquiry by a committee and a report of the IR Manager figured and this person, who was due for a promotion, was denied one. Since I was present in that meeting, I stoutly argued the case for him and sought permission to enable me garner more date to prove my point that a recent, unfortunate incident should not be held again a top class performer. The MD who was a very rational man was a tough person while in his chair, but a very soft man when he was out of his chair. Anyway I persisted and was allowed to produce the evidences, if I could support the cause. The challenge I had was huge, because I couldn't even reveal to anyone as to why I wanted this information. I had to use a lot of tact, to bring this character into discussions subtly which discussing other issues. Since people other than me would be on such meetings, I knew I could always quote them in case I would need to substantiate the cause. Eventually when I did put facts together it was appreciated and the employee got his due. The truth is no one except the decision makers and a couple of people from HR knew about it, till as long as we served that company.

To sum up this elaborate note, I would appeal to you to give all of us more data to get the correct thoughts for issues or challenges that you are confronted with.

Dear Prem,
Many Learned viewers have given their views in details. I would give only three in nut shell:-
1. First look for the Appraisal system in your organization. If it has provision of informing the Appraisee in case of disagreement or low appraisal by the 1st Appriaser then what has been given by the Appraisee, then you have the remedy of law/rules spelt in the organization, that you have not been informed about low grading and explain to the 1st Appraiser.
2. The 2nd Appraiser may re-rate the grade given by the 1st Appraiser, if he deems fit.
3. You may appeal to the CEO for review of Grading given for the year under question.
Hope this will help you.
Best Wishes.
AK Jain
HR Personnel

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