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I have one doubt please, i have seen that even though working as an HR professional, when our appraisal period comes, our increment percentage is very less compared to developers or other profiles in the organization.
Can anyone can suggest me on this, are they doing correct or is that we can argue with the management on our Hike as according to me even we are working hard and we are an asset to the organization, then why our hike is very low compared to them.
i am not asking for same hike as i too agree that bcos of them the company revenue is increased, at least moderately what percentage we can negotiate for appraisal.

From India, Chennai
Dinesh Divekar

Dear Vidhya,
In professional companies, process of Performance Appraisal (PA) is conducted in a very organised manner. To do this, they measure the performance scientifically. KRA sheets are provided at the beginning of the performance cycle and later performance is measured only against the KRAs. Annual salary increments are linked to the performance slabs. Employees are given salary increased based on the performance slabs. This type of process leaves no room of disgruntlement that you are experiencing now.
You may talk to management for the revision of the PA process. For further information, you may click here to go through my reply on the past post.
Dinesh Divekar

From India, Bangalore
Nagarkar Vinayak L

Dear HR colleague,
With this post, my friend, you have raised very fundamental issues of prevalent performance appraisal system and its linkage with salary raise.
It points out to the unconscious bias of regarding revenue earning functions/ individuals as being superior to support functions in terms of salary raises. This is age old belief which continues even today.
It is time to do some rethinking on the practice and principles in this regard. The principle of equity and fairness demand that employees rated and falling in the same rating scale ie Outstanding, Excellent, Good and Average should ideally be given same percentage of increase regardless of revenue earning or support roles.
On the other side , clubbing performance into such black and white boxes disregarding the grey shades of performance, ( individual differences), would demand designing system of near accurate performance rating and fair linkage of percentage of increments based on relative individual contribution.
This is easily said than done and I have yet to come across a system which embraces and knits all the principles in balanced, foolproof and practical manner. It is yet a challenge to many creative HR professionals, researchers and practitioners.
I will like to invite views from learned members and address the issues raised which are very dear to the hearts of employees in general and HR in particular.
Vinayak Nagarkar
HR- Consultant

From India, Mumbai
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