Dinesh Divekar
Business Mentor, Consultant And Trainer
V.Raghunathan
Process Industry Consultant / Soft Skill
Gannahope
Asst.commissioner Of Labour..a.p.
KK!HR
Management Consultancy
Aakansha_HRD
Asst.manager Hr
Vinay62
Resouce Plannin
Ritisinha
Engineer, Journalist, Trainer, Certified
+2 Others

Thread Started by #Aakansha_HRD

Seeking your expert advice on handling favouritism at work. How HR can ensure fair treatment to all when every key decision makers (6 Directors) have their own favourites. They are ready to deviate any policy for their favourite employee without much bothering about its impact on the organizationís culture, examples we are setting as an organization, lessons people are picking from such deviations. Itís a small organization of approx.550 employees, where we canít afford the long term impacts of such deviations.And our Directors don't appreciate if same favouritism is displayed by the GM/Managers-HOD.
Our Directors wants us to sit in the annual appraisal of all employees because they want nobody should play favourites & nobody should underestimate those who performed well only because he donít have good relationship with his reporting seniors. In short we donít trust the assessment of our HODs(HODs has also provided valid reasons for this). And HR being a neutral person is suppose to keep this favouritism out from the system. Sitting in all appraisal is too time consuming & it results into delay of approx 5 months in increment letter distribution . we have 2 HR for annual Appraisals. What should we do to ensure as an organization we should be fair with our people & donít set wrong examples at the same time give increment letters on time.
30th January 2018 From India, Nagpur
Personal bias that too of the powers that be, is the bane of every appraisal process and is a living reality to be reckoned with. It is more so in the traditional system. To overcome this problem there has to be goal setting (KRAs) with KPIs set at the beginning of the year, periodical appraisal and year end appraisals made against the targets set. Much care has to be set for selecting KRAs and in deed it has to devolve from the growth plan of the unit for the year linked with the strategic plan or corporate plan. After all this exercise the possibility of personal bias creeping in is still not totally ruled out but it will be considerably reduced. As the saying goes, it is the people who matter decide the veracity of the system and no system can ensure integrity of the people involved.
30th January 2018 From India, Mumbai
Dear Mr.KK,
Thanks for your fast response.We have system of KRA & quaterly Performance Enabling Discussion with our people but here also HODs are not very cooperative in setting challenging goals or having a quaterly review meetings ,their KRA are very mediocre & I am trying hard to make people understand how it is going to help them. HODs have passive response for this KRA but I am very happy that Top Management is strongly committed to it(except few).We have taken various session on why KRA is important how it can be set etc.but responses are not very good from HODs. The operative level staff is also very cooperative but the middle management(Managers & HODs) are not very happy with this system. HODs are not happy with this but they don't express this in front of management.
With Regards
Aakansha-HRD
30th January 2018 From India, Nagpur
The individual level KRAs have to flow from the growth profile of the unit reflected in the Balanced Score Card (BSC) of the unit. The BSC has an integrated approach and includes all the functional areas and set parameters for growth. In fact it is a top down approach and sets targets in each functional area, the unit plan is broken down to departmental level plans and sub-divided into individual plans. So the summation of individual plans is the unit plan and so the same has to be well coordinated effort. It is generally seen that a few in middle management will not be enthusiastic and they may in deed try to torpedo the system. But you have to endure such initial pangs and try to evolve an organisational culture of BSC/KRAs.
30th January 2018 From India, Mumbai
Dear Aakansha,
There are two paragraphs in your post. First paragraph deals with the favouritism by the directors whereas they don't want favouritism by the HODs.
The second paragraph is about process of Performance Appraisal (PA). The existing procedure is time-consuming and creates inordinate delay in issuing the letters to the employees.
As far as problem mentioned in the first paragraph is concerned, nothing much can be done. When fence eats the crop, nothing much can be done.
The second problem mentioned in the second paragraph is due to the improper policy on PA. If revised, there is possibility to cut down the delay. Nevertheless, the solution cannot be given outright. Therefore, you may call me on my mobile number +91-9900155394.
Thanks,
Dinesh Divekar
30th January 2018 From India, Bangalore
Dear Akansha,
In the given situation of contradictory behaviour displayed by your Directors of showing favoritism to some and not expecting the same from HODs coupled with lukeworm response to setting KRAs/KPIs as well as lengthy Appraisal process are your challenges. And there is no easy answer unless you bite the bullet. To break the vicious circle, time has come to put your foot down and tell the Directors the vitiating impact their not 'walking the talk' behaviour is creating on the minds of everybody .People hate hypocrisy and some day it will hit the organisation badly. I am aware that it is not easy to convey such unpleasant thoughts to Directors. But then choice is to let the rut continue or hold it by horns.
As regards the apparent disinterest shown by HODs for KRAs/KPIs, please examine whether it's linkage to monetary reward is the contributing factor which is making them loose faith in and also no KRAs are given them.
Regards
Vinayak Nagarkar
HR-Consultant
31st January 2018 From India, Mumbai
Dear Aakansha,
Your explanation says that your directors have their 'own favourites' and those are to be looked fairly though not look good. How do you consider there can be a fair show? Already Mr KK & Mr Divakar have given some suggestions for a flawless Performance Appraisal to judge 'good as good' and 'bad as bad'.
As you have the scores of employee with you, put scores in order and placed before the chairman of the commitee to seek suggestion.
31st January 2018 From India, Mumbai
Dear Akansha,
Being worked in different industries and different countries, i feel this is a common problem faced by HR across many organizations. As answered by other eminent members, when Directors change policies for their favorites what you can actually do. What is more important for you at this moment is to reduce the delay in conducting appraisals, keep working with HOD's and Business Heads and take them into confidence. Once you have their concurrence, you will be able to make the required changes. Ensure all the employee KRA's linked to the business targets, this will help you to align the thought process towards achieving business targets.
Regards
Dolphy Goveas
Jakarta
31st January 2018 From India, Madras
Dear Akansha,
You have shared plenty of details. According to me there is not much of a choice.
You may try to convince the directors, provided they are willing to listen. Try to talk to them on a ONE to ONE basis. Most probably they may say that they know everything. Some may not be even willing to talk.
If they stick to their decisions, you have to flow with the tide.
If your consciousness does not permit, you have to find out another job. But then such practices may be in the other companies also.
Best is to bide your time and go with the top management hoping for good things to happen.
V.Raghunathan
Chennai
10th February 2018 From India
"How HR can ensure fair treatment to all when every key decision makers (6 Directors) have their own favourites."
Tactful handling of the situation is the only way.
Directors are the top bosses and if they have favourites and do not want others to have favourites,it becomes a herculean task for HR.
HR is a neutral agency and should try to be as professional as possible.
But your hands are tied.Performance reports come from HOD and your role is limited too that extent.
""nobody should underestimate those who performed well only because he donít have good relationship with his reporting seniors. ""
Directors have favourites and so they suspect any otherperson who is liked by HOD are their favourites.Complex situation which can only be handled by HR in neutral manner.Neither support any candidate nor oppose.speak only as per performance reports over the years.
Hr should speak out that with 2 people it is difficult to sit during performance appraisals and
create delays.
The Directors are showing immaturity in their actions and unfortunately HR cannot correct them.
If the atmosphere is so stifling, you can look for alternative jobs in some other organisation.
But favouritism is a trait of many of us.Apparently a national character.
Be practical and diplomatic i such situations and do not voice any opinion unless backed by evidence of performance or non performance of any employee who may be a favourrite of powers that rule.
10th February 2018 From India, Pune
The favoritism at work and performance evaluation is not uncommon in any of Industry be a big or small. The favoritism can very well be minimized in the performance evaluation by adopting with setting KPA/KRA objectively and timely at the beginning of year and thereafter review at regular interval but not too frequently. The frequency of review can vary depending on nature if business.
13th February 2018 From India, Delhi
#Anonymous
Whether , we like it or not, there is a certain amount of favoritism in all organisation, only the degree varies. How many jobs are coming out in open domain, most of the jobs hired internally these days is through networking. Likewise, KRA/KPI, once fixed without monetary value, demeans to the employee's in question, they think personal appraisal is always for monetary incentive. most the Heads/Bosses, assess their subordinates based on the "Hot stove principle,", judge a person on the last incident with them and not assess them consistently on the performance all through the year.
Somewhere each company compromises at some point of time on some issue or other, including, statutory compliance's. Just need to go with the tide.
21st February 2018 From India, Visakhapatnam
#Anonymous
Favouritism is a norm everywhere, be it a corporate, a govt unit or a proprietorship.
Everyone wants the goodness and benefits to go to people they prefer and like and that preference and liking influence your performance rating, not the other way.
Admittedly favouritism is a perspective. What one sees as favouring, other could see as fair or justified. It is a subjective judgement and humans seldom are perfect in being objective about it.
If favouritism happens at the top, seldom it is useful to seek or approach HR. Most of the times, HR is the conduit and largely play a role in legitimising these favouritism.
When taking employment, one should accept these as reality. It is better to learn to wade through these and seek ways to be at the receiving end if one desires to have a colourful career, or be steadfast in your conscious to do your due diligence in work assignments and responsibilities and ignore these distractions. Trust in your Karma.
19th March 2018 From India, Bangalore
Yes
we can understand your concern to maintain good samaritan culture in your company..
1.leave hypothetical idealistic way of thoughts in the field of recruitments and promotions andtransfers..
2.even in govt.and politics favouritism is so common..why not in private companies..they think if is not possible even in private firms...then what for private...
Private generally means personal...
So pls.dont worry the so called directors also knew what is going there....
Reviews and remarks on favouritism are only eye wash feelings.....
If such warnings are not there....the total company can be filled with unwanted unqualified persons.
So pls try to controll bad postings as much as you can ..you can not eliminate totally favouritism in any private company ever...
22nd March 2018 From India, Nellore
Dear colleague,
It is surprising to read the post written in flippant, casual manner and suggesting to support favoritism in private sector as way of life.In fact, such happenings need to be curbed rather than allow it to continue by accepting as unchangeable.
It is not in good taste and find it difficult to share this view.
Regards,
Vinayak Nagarkar
HR-Consultant
23rd March 2018 From India, Mumbai
Dear Akansha,
There are 2 problems i see.
1) Favouritism
2) Buy in of HOD's of the the appraisal system
In the buy in problem,
1) you should have an open ended feedback from the HODs on what they like and don't like about the system. Consider their feedback. Ideally the appraisal system should be co-created with the HODs. This will automatically generate a buy in for this process.
2)The top management has to communicate the criticality of this process to their business.
3)KRA allocation should be also co-created and they should trickle down to the last level. (Eg: Sum total of KRA of sales team should add up to the KRA of the Head of Sales) .
4)The KRAs of the HOD's should also include successfully adhering to the HR processes such as the appraisal process. This should hold equal weightage as compared to his/her other functional KRAs.
This should help you get through seriousness wrt KRA and review mechanisms.
Now regarding favouritism, itís a tough problem for which there is no easy solution ó hence why favoritism is still with us. But there are methods that you, as an HR professional, can use to tackle favoritism.
1) start by ensuring that open and transparent communication policy on equal opportunities and open advertising available roles
2) you could try to quantify the negative impacts of the favoritism in terms of bad hiring decisions, reduction in overall team engagement, and lowered productivity. Move from an emotionally and based argument to an analytical and data-backed argument to highlight the monetary impacts of favoritism to HODs pushing them to adopt a more meritocratic process.
3) 2 HR for 550 employees is not ideal , however, to minimise favoritism in appraisals, one way is to increase the number of people who take the final decision on appraisal. These people should be non-aligned to and from other divisions, they can question the results basis merit and facts rather than on favoritism. There are no single decision makers now.
There are many other methods , however, everything cannot be explained on text. I run a training and counselling company and we consult on employee wellness and organisational process growth. You can get in touch for further help.
Thanks
Best Regards
Riti Sinha
Founder, Pharos Hub(www.pharoshub.in)
6th April 2018 From India, Bangalore
YES I DEFEND MY OPINIOn POSTED SIR.
VERY FIRST THE ASKED HR.FOR ADVISE SEEM TO BE VERY SENSITIVE AND VEXED AND IN FRUSTRATION AS PER HIS WORDS EXPRESSED...SO I TRY TO CONVINCE HIM AND PACIFY HIS DISTRUBED MIND.
GENERALLY A DOCTOR HAS TO TREAT AS PER PATIENT'S PSYCHOLOGY.
LABOUR LAWS AND OTHER RULES AND REGULATIONS BUNDLES ARE THERE.....BUT WHAT is going in the field is practicality i s only HUMAN APPROACH .
SO ACTS AND RULES ARE IN BIGSIZED BOOKS PREPArED BY HUMANS ONLY......BUT THEY COULD NOT SURVIVE WITHOUT APPLYING HUMAN APPROACH ON ANY CONDITIONS OF LIFE.
SO MY SUGGESTIOND ARE ALWAYS SHARP..SOME TIMES AND CONVINCINGSOME TIMES . MY REPLIES ARE ALWAYS LIKE SPEAKING .BUT I FOLLOW AND SUGGEST WHAT IS HAPPENING IN THE WORKING FIELD.
MANY PEOPLE INTELLIGENTIA CAN TELL LABOUR LAWS......BUT FIELD EXPERIENCE AND APPROACH IS ESSENTIAL. SO I BELIEVE IN GENERAL PRACTICE OF HAPPENINGS.
SO MY ANSWERS MAY NOT BE ACCEPTED BY ALL.BUT I WONT BOTHER SIR PLS DONT THINK OTHERWISE SIR.
MAAF KIJIYENA....ELDERS AND DEAR COLLEAGUES.PLS.
8th April 2018 From India, Nellore
Dear Seniors,
With ref.to my post dated 30 Jan.2018 on removing culture of favouratism,struggle with KRA would like to share with you that we have taken corrective measures based on inputs provided by you.Clearer sharper & more focused KRA is a good way of doing this & this is what we have also implemented .Quality parameter of all key persons KRA are validated by us.One thing that connect all Directors & HR Team is the passion for taking the company's performance to next level & I am leveraging this opportunity .Our goal is same ,only our way of reaching this goal is different.Would like to share with you that now top mgt.is more open to listen (1-2 exceptions will be always their & I am least bothered about that).Thanks for all your inputs.The cycle time of Appraisal also reduced in this session we brought it down from 150days to 42 days.Glad to share this with you because without your inputs it would have been a big challange for me.
Best Regards'
Aakansha-HRD
21st August 2018 From India, Nagpur
Dear Aakansha,
Glad to know that the responses from our elite members provided enough food for thought as a feedback.
All is well that ends well.
May be after few months when the revised KRA and SMART GOALS take shape, please do share your learnings.
V.Raghunathan
CHENNAI
21st August 2018 From India
Reply (Add What You Know) Start New Discussion






About Us Advertise Contact Us
Privacy Policy Disclaimer Terms Of Service



All rights reserved @ 2017 Cite.Coô