From India, Mumbai
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.
From India, Nagpur
From India, Mumbai
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.
From India, Bangalore
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.
From India, Mumbai
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.
From India, Mumbai
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.
From India, Madras
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.
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
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.
From India, Pune
From India, Delhi
# AnonymousWhether , 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.
From India, Visakhapatnam