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 organization’s culture, examples we are setting as an organization, lessons people are picking from such deviations. It’s a small organization of approx.550 employees, where we can’t 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 don’t have good relationship with his reporting seniors. In short we don’t 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 & don’t set wrong examples at the same time give increment letters on time.
From India, Nagpur
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22Our 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 don’t have good relationship with his reporting seniors. In short we don’t 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 & don’t set wrong examples at the same time give increment letters on time.
From India, Nagpur
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Hi,
Personal bias, especially from those in positions of power, poses a significant challenge in every appraisal process and remains a harsh reality that must be acknowledged. This issue is particularly prevalent in traditional systems. To address this problem effectively, a structured approach is crucial. This includes establishing Key Result Areas (KRAs) with Key Performance Indicators (KPIs) at the outset of the year, conducting periodic appraisals, and culminating in year-end evaluations based on the predetermined targets. Careful consideration must be given to the selection of KRAs, which should be derived from the unit's growth plan for the year, closely aligned with the strategic or corporate plan.
Despite these measures, the risk of personal bias influencing the process cannot be entirely eliminated, but it can be significantly minimized. As the adage goes, the individuals involved ultimately determine the credibility of the system, and no system, on its own, can guarantee the integrity of those individuals.
Thank you.
From India, Mumbai
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Personal bias, especially from those in positions of power, poses a significant challenge in every appraisal process and remains a harsh reality that must be acknowledged. This issue is particularly prevalent in traditional systems. To address this problem effectively, a structured approach is crucial. This includes establishing Key Result Areas (KRAs) with Key Performance Indicators (KPIs) at the outset of the year, conducting periodic appraisals, and culminating in year-end evaluations based on the predetermined targets. Careful consideration must be given to the selection of KRAs, which should be derived from the unit's growth plan for the year, closely aligned with the strategic or corporate plan.
Despite these measures, the risk of personal bias influencing the process cannot be entirely eliminated, but it can be significantly minimized. As the adage goes, the individuals involved ultimately determine the credibility of the system, and no system, on its own, can guarantee the integrity of those individuals.
Thank you.
From India, Mumbai
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Dear Mr. KK,
Thank you for your prompt response. We have a system of KRA and quarterly Performance Enabling Discussions with our people. However, the HODs are not very cooperative in setting challenging goals or holding quarterly review meetings. Their KRAs are quite mediocre, and I am striving to help people understand how this system can benefit them. While the HODs have shown a passive response towards this KRA, I am pleased that the Top Management is strongly committed to it (with a few exceptions). We have conducted several sessions on the importance of KRAs and how they can be established, but the responses from the HODs have not been very positive. The operational-level staff is cooperative, but the middle management (Managers and HODs) seems discontent with this system. The HODs are dissatisfied with it, although they do not express this sentiment in front of the management.
With Regards,
Aakansha-HRD
From India, Nagpur
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Thank you for your prompt response. We have a system of KRA and quarterly Performance Enabling Discussions with our people. However, the HODs are not very cooperative in setting challenging goals or holding quarterly review meetings. Their KRAs are quite mediocre, and I am striving to help people understand how this system can benefit them. While the HODs have shown a passive response towards this KRA, I am pleased that the Top Management is strongly committed to it (with a few exceptions). We have conducted several sessions on the importance of KRAs and how they can be established, but the responses from the HODs have not been very positive. The operational-level staff is cooperative, but the middle management (Managers and HODs) seems discontent with this system. The HODs are dissatisfied with it, although they do not express this sentiment in front of the management.
With Regards,
Aakansha-HRD
From India, Nagpur
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The individual level KRAs have to flow from the growth profile of the unit reflected in the Balanced Scorecard (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 subdivided into individual plans. So, the summation of individual plans is the unit plan, and therefore the same has to be a well-coordinated effort. It is generally seen that a few in middle management will not be enthusiastic, and they may indeed try to torpedo the system. However, you have to endure such initial pangs and try to evolve an organizational culture of BSC/KRAs.
From India, Mumbai
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From India, Mumbai
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Dear Aakansha,
There are two paragraphs in your post. The first paragraph deals with favoritism by the directors, whereas they don't want favoritism by the HODs. The second paragraph is about the process of Performance Appraisal (PA). The existing procedure is time-consuming and creates an inordinate delay in issuing the letters to the employees.
As for the problem mentioned in the first paragraph, not much can be done. When the fence eats the crop, not much can be done. The second problem mentioned in the second paragraph is due to the improper policy on PA. If revised, there is a 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
From India, Bangalore
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There are two paragraphs in your post. The first paragraph deals with favoritism by the directors, whereas they don't want favoritism by the HODs. The second paragraph is about the process of Performance Appraisal (PA). The existing procedure is time-consuming and creates an inordinate delay in issuing the letters to the employees.
As for the problem mentioned in the first paragraph, not much can be done. When the fence eats the crop, not much can be done. The second problem mentioned in the second paragraph is due to the improper policy on PA. If revised, there is a 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
From India, Bangalore
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Dear Akansha,
In the given situation of contradictory behavior displayed by your Directors of showing favoritism to some and not expecting the same from HODs, coupled with lukewarm response to setting KRAs/KPIs, as well as a lengthy appraisal process, are your challenges. There is no easy answer unless you bite the bullet. To break the vicious circle, the time has come to put your foot down and tell the Directors the vitiating impact their 'not walking the talk' behavior is creating on the minds of everybody. People hate hypocrisy, and someday it will hit the organization badly. I am aware that it is not easy to convey such unpleasant thoughts to Directors. But then the choice is to let the rut continue or hold it by the horns.
As for the apparent disinterest shown by HODs for KRAs/KPIs, please examine whether its linkage to monetary reward is the contributing factor that is making them lose faith, and also that no KRAs are given to them.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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In the given situation of contradictory behavior displayed by your Directors of showing favoritism to some and not expecting the same from HODs, coupled with lukewarm response to setting KRAs/KPIs, as well as a lengthy appraisal process, are your challenges. There is no easy answer unless you bite the bullet. To break the vicious circle, the time has come to put your foot down and tell the Directors the vitiating impact their 'not walking the talk' behavior is creating on the minds of everybody. People hate hypocrisy, and someday it will hit the organization badly. I am aware that it is not easy to convey such unpleasant thoughts to Directors. But then the choice is to let the rut continue or hold it by the horns.
As for the apparent disinterest shown by HODs for KRAs/KPIs, please examine whether its linkage to monetary reward is the contributing factor that is making them lose faith, and also that no KRAs are given to them.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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Dear Aakansha,
Your explanation states that your directors have their 'own favourites' and those are to be looked at fairly, though not to 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 employees with you, put the scores in order and place them before the chairman of the committee to seek suggestions.
From India, Mumbai
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Your explanation states that your directors have their 'own favourites' and those are to be looked at fairly, though not to 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 employees with you, put the scores in order and place them before the chairman of the committee to seek suggestions.
From India, Mumbai
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Dear Akansha,
Having worked in different industries and countries, I feel that this is a common problem faced by HR across many organizations. As mentioned by other distinguished members, when Directors change policies for their favorites, what can you actually do? What is more important for you at this moment is to reduce the delay in conducting appraisals. Keep working with HODs and Business Heads and gain their trust. Once you have their approval, you will be able to implement the necessary changes. Ensure that all employee KRAs are linked to the business targets; this will help align the thought process towards achieving business objectives.
Regards,
Dolphy Goveas
Jakarta
From India, Madras
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Having worked in different industries and countries, I feel that this is a common problem faced by HR across many organizations. As mentioned by other distinguished members, when Directors change policies for their favorites, what can you actually do? What is more important for you at this moment is to reduce the delay in conducting appraisals. Keep working with HODs and Business Heads and gain their trust. Once you have their approval, you will be able to implement the necessary changes. Ensure that all employee KRAs are linked to the business targets; this will help align the thought process towards achieving business objectives.
Regards,
Dolphy Goveas
Jakarta
From India, Madras
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Dear Akansha,
You have shared plenty of details. In my opinion, 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 even be willing to talk. If they stick to their decisions, you have to flow with the tide. If your conscience does not permit, you may have to find another job. However, such practices may exist in other companies as well. The best course of action is to bide your time and work with the top management, hoping for positive outcomes.
V. Raghunathan
Chennai
From India
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You have shared plenty of details. In my opinion, 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 even be willing to talk. If they stick to their decisions, you have to flow with the tide. If your conscience does not permit, you may have to find another job. However, such practices may exist in other companies as well. The best course of action is to bide your time and work with the top management, hoping for positive outcomes.
V. Raghunathan
Chennai
From India
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"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 don’t 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.
From India, Pune
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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 don’t 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.
From India, Pune
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The favoritism at work and performance evaluation is not uncommon in any industry, whether big or small. Favoritism can be minimized in performance evaluations by objectively setting Key Performance Areas (KPA)/Key Result Areas (KRA) at the beginning of the year and reviewing them at regular intervals, but not too frequently. The frequency of reviews can vary depending on the nature of the business.
From India, Delhi
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From India, Delhi
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Whether we like it or not, there is a certain amount of favoritism in all organizations; only the degree varies. When it comes to job openings in the open domain, most positions these days are filled through networking. Similarly, Key Result Areas (KRA)/Key Performance Indicators (KPI), once established without monetary value, can be demeaning to the employees in question as they often perceive personal appraisals as solely for financial incentives.
Most heads/bosses tend to assess their subordinates based on the "Hot Stove principle," judging individuals based on the most recent incident rather than consistently evaluating their performance throughout the year. Every company, at some point, compromises on various issues, including statutory compliance. Sometimes, it is necessary to adapt and go with the flow.
From India, Visakhapatnam
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Most heads/bosses tend to assess their subordinates based on the "Hot Stove principle," judging individuals based on the most recent incident rather than consistently evaluating their performance throughout the year. Every company, at some point, compromises on various issues, including statutory compliance. Sometimes, it is necessary to adapt and go with the flow.
From India, Visakhapatnam
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Favoritism is a norm everywhere, be it in a corporate setting, a government unit, or a proprietorship. Everyone wants the benefits and goodness to go to people they prefer and like, and that preference and liking influence your performance rating, not the other way around. Admittedly, favoritism is a matter of perspective. What one person sees as favoring, another could view as fair or justified. It is a subjective judgment, and humans are seldom perfect in being objective about it.
If favoritism occurs at the top, it is rarely beneficial to seek or approach HR. Most of the time, HR serves as the conduit and largely plays a role in legitimizing these favoritisms. When entering employment, one should acknowledge these realities. It is preferable to learn to navigate through them and find ways to benefit if one wishes to have a successful career, or to stay firm in your commitment to perform your due diligence in work assignments and responsibilities while overlooking these distractions. Trust in your karma.
From India, Bangalore
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If favoritism occurs at the top, it is rarely beneficial to seek or approach HR. Most of the time, HR serves as the conduit and largely plays a role in legitimizing these favoritisms. When entering employment, one should acknowledge these realities. It is preferable to learn to navigate through them and find ways to benefit if one wishes to have a successful career, or to stay firm in your commitment to perform your due diligence in work assignments and responsibilities while overlooking these distractions. Trust in your karma.
From India, Bangalore
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Yes, we can understand your concern to maintain a good Samaritan culture in your company.
Leave hypothetical idealistic thoughts behind in the field of recruitments, promotions, and transfers. Even in government and politics, favoritism is common. Why not in private companies? They believe if it is not possible even in private firms, then what is the purpose of being private? Private generally means personal. So please don't worry, the so-called directors also know what is happening there.
Reviews and remarks on favoritism are only a facade. If such warnings are not present, the entire company may become filled with unqualified individuals. Therefore, please try to control negative postings as much as you can. While you may not be able to entirely eliminate favoritism in any private company, efforts to address it are crucial.
From India, Nellore
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Leave hypothetical idealistic thoughts behind in the field of recruitments, promotions, and transfers. Even in government and politics, favoritism is common. Why not in private companies? They believe if it is not possible even in private firms, then what is the purpose of being private? Private generally means personal. So please don't worry, the so-called directors also know what is happening there.
Reviews and remarks on favoritism are only a facade. If such warnings are not present, the entire company may become filled with unqualified individuals. Therefore, please try to control negative postings as much as you can. While you may not be able to entirely eliminate favoritism in any private company, efforts to address it are crucial.
From India, Nellore
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Dear colleague,
It is surprising to read the post written in a flippant, casual manner and suggesting to support favoritism in the private sector as a way of life. In fact, such happenings need to be curbed rather than allow it to continue by accepting it as unchangeable. It is not in good taste and I find it difficult to share this view.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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It is surprising to read the post written in a flippant, casual manner and suggesting to support favoritism in the private sector as a way of life. In fact, such happenings need to be curbed rather than allow it to continue by accepting it as unchangeable. It is not in good taste and I find it difficult to share this view.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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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, it’s a tough problem for which there is no easy solution — 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)
From India, Bangalore
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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, it’s a tough problem for which there is no easy solution — 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)
From India, Bangalore
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Yes, I defend my opinion posted, sir.
Very first, the asked HR for advice seems to be very sensitive and vexed. In frustration, as per his words expressed, so I try to convince him and pacify his disturbed mind. Generally, a doctor has to treat as per the patient's psychology. Labour laws and other rules and regulations bundles are there, but what is going on in the field is practicality, is only human approach. So, acts and rules are in big-sized books prepared by humans only, but they could not survive without applying human approach to any conditions of life. So, my suggestions are always sharp, sometimes convincing. My replies are always like speaking, but I follow and suggest what is happening in the working field. Many people intelligentsia can tell labor laws, but field experience and approach are essential. So, I believe in the general practice of happenings. So, my answers may not be accepted by all, but I won't bother, sir. Please don't think otherwise, sir. Maaf kijiye na, elders and dear colleagues. Please.
From India, Nellore
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Very first, the asked HR for advice seems to be very sensitive and vexed. In frustration, as per his words expressed, so I try to convince him and pacify his disturbed mind. Generally, a doctor has to treat as per the patient's psychology. Labour laws and other rules and regulations bundles are there, but what is going on in the field is practicality, is only human approach. So, acts and rules are in big-sized books prepared by humans only, but they could not survive without applying human approach to any conditions of life. So, my suggestions are always sharp, sometimes convincing. My replies are always like speaking, but I follow and suggest what is happening in the working field. Many people intelligentsia can tell labor laws, but field experience and approach are essential. So, I believe in the general practice of happenings. So, my answers may not be accepted by all, but I won't bother, sir. Please don't think otherwise, sir. Maaf kijiye na, elders and dear colleagues. Please.
From India, Nellore
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Dear Seniors,
With reference to my post dated 30th Jan 2018 on removing the culture of favoritism and struggling with Key Result Areas (KRAs), I would like to share that we have taken corrective measures based on the inputs provided by you. Having clearer, sharper, and more focused KRAs is a good way to achieve this, and that is precisely what we have implemented. The quality parameters of all key persons' KRAs are validated by us. One thing that connects all Directors and the HR Team is the passion for taking the company's performance to the next level, and I am leveraging this opportunity. Our goal is the same; only our approaches to reaching it differ.
I would like to inform you that now the top management is more open to listening (there may always be 1-2 exceptions, but I am least bothered about that). Thank you for all your inputs. The cycle time of appraisals has also been reduced in this session; we have brought it down from 150 days to 42 days. I am glad to share this with you because without your inputs, it would have been a big challenge for me.
Best Regards,
Aakansha-HRD
From India, Nagpur
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With reference to my post dated 30th Jan 2018 on removing the culture of favoritism and struggling with Key Result Areas (KRAs), I would like to share that we have taken corrective measures based on the inputs provided by you. Having clearer, sharper, and more focused KRAs is a good way to achieve this, and that is precisely what we have implemented. The quality parameters of all key persons' KRAs are validated by us. One thing that connects all Directors and the HR Team is the passion for taking the company's performance to the next level, and I am leveraging this opportunity. Our goal is the same; only our approaches to reaching it differ.
I would like to inform you that now the top management is more open to listening (there may always be 1-2 exceptions, but I am least bothered about that). Thank you for all your inputs. The cycle time of appraisals has also been reduced in this session; we have brought it down from 150 days to 42 days. I am glad to share this with you because without your inputs, it would have been a big challenge for me.
Best Regards,
Aakansha-HRD
From India, Nagpur
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Dear Aakansha,
Glad to know that the responses from our elite members provided enough food for thought as feedback. All is well that ends well. Maybe after a few months when the revised KRA and SMART GOALS take shape, please do share your learnings.
V. Raghunathan
CHENNAI
From India
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Glad to know that the responses from our elite members provided enough food for thought as feedback. All is well that ends well. Maybe after a few months when the revised KRA and SMART GOALS take shape, please do share your learnings.
V. Raghunathan
CHENNAI
From India
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