Please elucidate my doubt regarding Performance Appraisal.
Why it is done with the purpose of Promotion or for rise in pay. Every one says that Performance Appraisal is a tool, which facilitate personnel development because through this we come to know about the key strengths and the areas on which an individual need to work upon to make his work as well as himself more efficient and productive.
But it's very clear that Appraisal is done with the purpose of Promotions due to which even today Performance reviews are considered as a painful ritual. Very few of us actually enjoy hearing about our shortcomings and few of our bosses and colleagues always look forward to expose them, which in turn leads to no change in the employees behaviour and skills as well because some where in the mind its set that it is going to affect his image and in turn his promotion.
If it will be very lucid in the mind of the employees that Performance Appraisal is actually happening with the idea of Individual growth, employees will feel free to come out of the shell and will be interested to know about their shortcomings and probably we can ensure the positive change in an individual.
Recently I got a mail which was suppose to be hilarious, but I found actuality in that:
People who do lots of work...
make lots of mistakes
People who do less work...
make less mistakes
People who do no work...
make no mistakes
People who make no mistakes...
gets promoted
That's why I spend most of my time
sending e-mails & playing games at work
I need a promotion
From India, Mumbai
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6Why it is done with the purpose of Promotion or for rise in pay. Every one says that Performance Appraisal is a tool, which facilitate personnel development because through this we come to know about the key strengths and the areas on which an individual need to work upon to make his work as well as himself more efficient and productive.
But it's very clear that Appraisal is done with the purpose of Promotions due to which even today Performance reviews are considered as a painful ritual. Very few of us actually enjoy hearing about our shortcomings and few of our bosses and colleagues always look forward to expose them, which in turn leads to no change in the employees behaviour and skills as well because some where in the mind its set that it is going to affect his image and in turn his promotion.
If it will be very lucid in the mind of the employees that Performance Appraisal is actually happening with the idea of Individual growth, employees will feel free to come out of the shell and will be interested to know about their shortcomings and probably we can ensure the positive change in an individual.
Recently I got a mail which was suppose to be hilarious, but I found actuality in that:
People who do lots of work...
make lots of mistakes
People who do less work...
make less mistakes
People who do no work...
make no mistakes
People who make no mistakes...
gets promoted
That's why I spend most of my time
sending e-mails & playing games at work
I need a promotion
From India, Mumbai
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Hi Neha,
I read your query and was indeed very happy to note that you are actually picking up things fast!! Great..Keep it up..
This is where we HR Professionals have to drive home the point that PA is not just annual excercise where most of the Deptt heads and Managers limit this to the form filling up excercise.What's more important is the spirit behind this. The word PA is limited hence it should be also be known as PA (Potential appraisal). My previous boss Managing Director used to spent one hour in preparing and setting up the agenda prior to the Performance appraisals meetings of functional heads which used to last for atleast one hour. How many people do this today?...Once this done at the top level ..it percolates downwards..it should be done on quarterly basis or half yearly basis and not linked with increments or promotions!! Otherwise there is a tendency of politics..people who have hidden agendas wrt to their departmental bosses...
Again you are right!!...sometimes people forget esp Managers the good work done in first 11 months and tend to remember mostly the mistakes or goof ups in the 12th month!!....there has to be a strong competency development model to take care of these issues...and culture of the organization has to be matured enough to address these issues..
Very true!!...
Ha ha a good one!!
Shall address this issue once again...
Cheerio
Rajat
From India, Pune
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I read your query and was indeed very happy to note that you are actually picking up things fast!! Great..Keep it up..
This is where we HR Professionals have to drive home the point that PA is not just annual excercise where most of the Deptt heads and Managers limit this to the form filling up excercise.What's more important is the spirit behind this. The word PA is limited hence it should be also be known as PA (Potential appraisal). My previous boss Managing Director used to spent one hour in preparing and setting up the agenda prior to the Performance appraisals meetings of functional heads which used to last for atleast one hour. How many people do this today?...Once this done at the top level ..it percolates downwards..it should be done on quarterly basis or half yearly basis and not linked with increments or promotions!! Otherwise there is a tendency of politics..people who have hidden agendas wrt to their departmental bosses...
Again you are right!!...sometimes people forget esp Managers the good work done in first 11 months and tend to remember mostly the mistakes or goof ups in the 12th month!!....there has to be a strong competency development model to take care of these issues...and culture of the organization has to be matured enough to address these issues..
Very true!!...
Ha ha a good one!!
Shall address this issue once again...
Cheerio
Rajat
From India, Pune
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Hello Sir,
Sir as you said, there is a tendency of politics; people have hidden agendas wrt to their departmental bosses.
I guess such type of politics or bias practices get exposed more when we have only one way to get appraised that could be from your Boss or the Superior only.
If according to the Appraiser the employee is not up to the mark could be because of personal indifferences. In that case the person will get negative as well as the only feedback and company might lose one potential employee then and there. That way getting appraised from various people (360 Degree) is actually beneficial and indeed employee will accept it if that is not linked with increments.
Sir you talked about “strong competency development model” is it same as a Good Appraisal Form or is it different?
Regards,
Neha
From India, Mumbai
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Sir as you said, there is a tendency of politics; people have hidden agendas wrt to their departmental bosses.
I guess such type of politics or bias practices get exposed more when we have only one way to get appraised that could be from your Boss or the Superior only.
If according to the Appraiser the employee is not up to the mark could be because of personal indifferences. In that case the person will get negative as well as the only feedback and company might lose one potential employee then and there. That way getting appraised from various people (360 Degree) is actually beneficial and indeed employee will accept it if that is not linked with increments.
Sir you talked about “strong competency development model” is it same as a Good Appraisal Form or is it different?
Regards,
Neha
From India, Mumbai
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Hello Neha,
A good bold question. More of a statement, I'd say, because you know the answer and are not really looking for one from others.
What you are pointing out is the difference between theory and practice. However, don't belittle theory simply because no one follows it. It remains true that if performance appraisal is not linked to pay/promotions, it will be more useful to the employee in several ways. However, business also requires some tool to appraise guys, so as to make the promotion decision. Since the two tools are measuring the same stuff, albeit for different purposes, it becomes cost-effective to merge them. In the process, its effectiveness for the former role gets diminished. But we must accept that business is more concerned with its latter role.
Good companies do make efforts to reduce the ill effects of the traditional, one-on-one performance appraisal system. 360-degree feedback and MBO (a goal-setting tool really, but also affects the performance appraisal system) are some such systems.
Also, I do not agree that the present appraisal system is a total failure. In the given circumstances, it does a pretty good job. Of course, the employee does not agree with it in all cases, particularly if it is negative. But that is only to be expected. Do not expect people to accept their faults so easily. It is against human nature. So, someone has to rough ride the objections and take a decision. As long as there are a reasonable number of checks and balances, it is OK.
From India, Mumbai
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A good bold question. More of a statement, I'd say, because you know the answer and are not really looking for one from others.
What you are pointing out is the difference between theory and practice. However, don't belittle theory simply because no one follows it. It remains true that if performance appraisal is not linked to pay/promotions, it will be more useful to the employee in several ways. However, business also requires some tool to appraise guys, so as to make the promotion decision. Since the two tools are measuring the same stuff, albeit for different purposes, it becomes cost-effective to merge them. In the process, its effectiveness for the former role gets diminished. But we must accept that business is more concerned with its latter role.
Good companies do make efforts to reduce the ill effects of the traditional, one-on-one performance appraisal system. 360-degree feedback and MBO (a goal-setting tool really, but also affects the performance appraisal system) are some such systems.
Also, I do not agree that the present appraisal system is a total failure. In the given circumstances, it does a pretty good job. Of course, the employee does not agree with it in all cases, particularly if it is negative. But that is only to be expected. Do not expect people to accept their faults so easily. It is against human nature. So, someone has to rough ride the objections and take a decision. As long as there are a reasonable number of checks and balances, it is OK.
From India, Mumbai
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Hello Mr. Alok Asthana,
Sir, I am actually looking for the answers. No doubt I fall more on theoretical side because till date I don't have any industrial working experience, so I mostly relate practicality with theoretical knowledge counting my imaginations and things I have heard with experienced and analytical people like you. I know my imaginations and statements are formless which need to get formed.
Sir as you said, “ Business also requires some tool to appraise guys, so as to make the promotion decision” …very true.
Sir cant it happen like companies adopt quarterly appraisal process and first three will be purely based on the actual term and route of Performance Appraisal and the last one which took place at the end of Financial year will be with the purpose of taking promotion or decisions related to increments.
In that way company is giving full opportunity to an employee to progress and to explore and establish his efficiency and productivity as well.
But yet again the question of cost efficacy arises.
Sir, even you stated, “employee does not agree in all case, particularly if it is negative.. Do not expect people to accept their faults so easily. It is against human nature.”
What is the possible way to bring down such behaviour or to deal with such situations, which is universal?
Regards,
Neha Sharma
From India, Mumbai
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Sir, I am actually looking for the answers. No doubt I fall more on theoretical side because till date I don't have any industrial working experience, so I mostly relate practicality with theoretical knowledge counting my imaginations and things I have heard with experienced and analytical people like you. I know my imaginations and statements are formless which need to get formed.
Sir as you said, “ Business also requires some tool to appraise guys, so as to make the promotion decision” …very true.
Sir cant it happen like companies adopt quarterly appraisal process and first three will be purely based on the actual term and route of Performance Appraisal and the last one which took place at the end of Financial year will be with the purpose of taking promotion or decisions related to increments.
In that way company is giving full opportunity to an employee to progress and to explore and establish his efficiency and productivity as well.
But yet again the question of cost efficacy arises.
Sir, even you stated, “employee does not agree in all case, particularly if it is negative.. Do not expect people to accept their faults so easily. It is against human nature.”
What is the possible way to bring down such behaviour or to deal with such situations, which is universal?
Regards,
Neha Sharma
From India, Mumbai
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We carry out an exercise called "how did I perform" for our developers, not as a tool to give them a hike/promotion but as a measure to check deviations from deliverables, guide/coach them to better their performance, if fallin short of expectations, have a performance plan to correct it in a phased manner to reached desired level of expectation. When we finally do a "salary review" which is done every six months, we take into account their performance within the review period.
Performance review does not necessarily relates to a hike/promotion, its a misnomer.
Couple points,
1) conducting an appraisal needs skills and knowledge, unless and until you have a plan to train your supervisors/managers on "how to conduct and appraisal session" you may have issues of the kind you described, however if its done in a well thought out manner the chances of its effectiveness increases.
2) The other issue is of feedback sharing, I think your mail primarily relates to feedback sessions and the how and what of it. Again, Managers/appraisers needs training on these aspects as well, we aren't looking for dictators, we are looking for managers who facilitate this process and assist his/her team reach their objective. Managers should be coached in giving productive feedback. If Managers are taking advantage of this system, HR managers should intervene and facilitate.
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Performance review does not necessarily relates to a hike/promotion, its a misnomer.
Couple points,
1) conducting an appraisal needs skills and knowledge, unless and until you have a plan to train your supervisors/managers on "how to conduct and appraisal session" you may have issues of the kind you described, however if its done in a well thought out manner the chances of its effectiveness increases.
2) The other issue is of feedback sharing, I think your mail primarily relates to feedback sessions and the how and what of it. Again, Managers/appraisers needs training on these aspects as well, we aren't looking for dictators, we are looking for managers who facilitate this process and assist his/her team reach their objective. Managers should be coached in giving productive feedback. If Managers are taking advantage of this system, HR managers should intervene and facilitate.
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Hi Neha,
May i request you to call me Rajat please.We all are students here as we learn from each other!!
Yes but remember politics is a part & parcel of the organization; let's not give a bad connotation to politics as it can also have positive effects - think from both perspectives.
Here bosses and superiors need to have all the information & be in touch with the pulse of the organization to really know as who and what are exactly doing..but sometimes people have blind spots as well..if HR professionals are part of the process as a Moderator then these issues are dealt with in a matured way..It is very essential that HR Managers are integrated or well embedded in the system to make sure the appraisals are handled properly and the grivances or issues are discussed in right forum subsequently so that the employees don't feel that they are being victimised or biased against.
Yes very true..one just can't implement 360 degrees in one shot - first build up the culture of trust & transparency, slowly sensitze the company to appraisals and CEO has to be a driver of the same in terms of vision and mission statements. Ideally start with 180 in first year and 270 in the second year and them implement 360 subsequently. That's why companies employees outside agencies to conduct the same so that the feedback process is handled properly which is very critical.
Yes, getting appraised from various people is actually beneficial..now coming to second part linking to increments - most organizations i know generally link the two for the simple reason that it is time consuming process to have another appraisal for increments alone!!
Generally 360 degrees should not linked to compensation as 360-degree feedback and performance appraisals can complement each other, but should not be linked. If 360 is linked to compensation decisions, it loses its power as a development tool. When compensation is that outcome, individuals will quickly learn how to play the game, "I'll scratch your back, if you scratch mine." Further, if people do not get satisfactory ratings, morale can decrease when 360 is linked to performance appraisal mode, but low scores when 360 is used purely for development tend to be viewed as constructive feedback.
Strong competency development model - refers to development of competencies on a continous process like customer service personnel being trained on various aspects of customer like accent delievery, solving the problems timely and being cost effective or having a pleasant voice etc..
Cheerio
Rajat Joshi
From India, Pune
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May i request you to call me Rajat please.We all are students here as we learn from each other!!
Yes but remember politics is a part & parcel of the organization; let's not give a bad connotation to politics as it can also have positive effects - think from both perspectives.
Here bosses and superiors need to have all the information & be in touch with the pulse of the organization to really know as who and what are exactly doing..but sometimes people have blind spots as well..if HR professionals are part of the process as a Moderator then these issues are dealt with in a matured way..It is very essential that HR Managers are integrated or well embedded in the system to make sure the appraisals are handled properly and the grivances or issues are discussed in right forum subsequently so that the employees don't feel that they are being victimised or biased against.
Yes very true..one just can't implement 360 degrees in one shot - first build up the culture of trust & transparency, slowly sensitze the company to appraisals and CEO has to be a driver of the same in terms of vision and mission statements. Ideally start with 180 in first year and 270 in the second year and them implement 360 subsequently. That's why companies employees outside agencies to conduct the same so that the feedback process is handled properly which is very critical.
Yes, getting appraised from various people is actually beneficial..now coming to second part linking to increments - most organizations i know generally link the two for the simple reason that it is time consuming process to have another appraisal for increments alone!!
Generally 360 degrees should not linked to compensation as 360-degree feedback and performance appraisals can complement each other, but should not be linked. If 360 is linked to compensation decisions, it loses its power as a development tool. When compensation is that outcome, individuals will quickly learn how to play the game, "I'll scratch your back, if you scratch mine." Further, if people do not get satisfactory ratings, morale can decrease when 360 is linked to performance appraisal mode, but low scores when 360 is used purely for development tend to be viewed as constructive feedback.
Strong competency development model - refers to development of competencies on a continous process like customer service personnel being trained on various aspects of customer like accent delievery, solving the problems timely and being cost effective or having a pleasant voice etc..
Cheerio
Rajat Joshi
From India, Pune
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Yes, one point here: people are mixing alphabets like "AShit/REgards" or something similar. Plain R.S.V.P. should be entertained.
For Performance app,
Well, I just say if I am given the chance to take off a word from the dictionary, then it would be "politics." Most of the problems stem from not accepting negative behavior, such as:
- Not being able to express oneself clearly,
- Conflicting goals with the organization,
- Any hidden pressures,
- A simple attitude: why tell if it's going to deprecate,
- Work satisfaction,
- Friction within their team and department,
- Goals achievement,
- It may vary from case to case, etc.
Thank you.
From India, Delhi
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For Performance app,
Well, I just say if I am given the chance to take off a word from the dictionary, then it would be "politics." Most of the problems stem from not accepting negative behavior, such as:
- Not being able to express oneself clearly,
- Conflicting goals with the organization,
- Any hidden pressures,
- A simple attitude: why tell if it's going to deprecate,
- Work satisfaction,
- Friction within their team and department,
- Goals achievement,
- It may vary from case to case, etc.
Thank you.
From India, Delhi
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·Do you feel appraisal for employees on contract is required?
I saw this poll, in all three votes were there and each one was in the favour that is “ yes appraisal for employee on contract is preferable”.
No doubt there are many problems, which are linked with appraisal process, one of them, which I came across, is that “Who is the best judge to judge once performance.”
In case, a superior who is going to evaluate an employee got transferred to another unit or he left the job and a new person get posted there with the work of appraisal too, which usually happen in the companies. Here the question which arises is that, how can one judge or evaluate a person who is a total stranger that too by only following the data entries.
Even in case of 360 degree same brand of problem crop up, that is whether the feedback provided by others have more weight than the evaluation of the immediate superior who is with the employee most of the time? In the case of customers or the suppliers, do they have time to sit down and understand the PA system that the company is using and the degree of its importance?
·Even I agree with the statement that to have two segments of appraisal system is time consuming process as well as cost consuming!!
Recently I had a talk with an HR person of a very reputed company and I asked him the same doubt of mine regarding Performance Appraisal and Rise in Incentives. He directly replied me that no company has so much of time and money to spend on such issues its just on papers, all concepts like 360 , kaizen all are there but rule is that if you are good enough and secondly in the eye of management you are safe, but you need to be The Best and I was amazed when he said that today there is no need to rush for competent people because there are so many, what you need to do is, Jut pick one.
That was a bit demotivating and harsh too :( , may be because I was aware of such things but heard for the first time but at the same time I was happy that he stated me something true and real. But still i think not all companies do it that way :)
Regards
Neha Sharma
From India, Mumbai
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I saw this poll, in all three votes were there and each one was in the favour that is “ yes appraisal for employee on contract is preferable”.
No doubt there are many problems, which are linked with appraisal process, one of them, which I came across, is that “Who is the best judge to judge once performance.”
In case, a superior who is going to evaluate an employee got transferred to another unit or he left the job and a new person get posted there with the work of appraisal too, which usually happen in the companies. Here the question which arises is that, how can one judge or evaluate a person who is a total stranger that too by only following the data entries.
Even in case of 360 degree same brand of problem crop up, that is whether the feedback provided by others have more weight than the evaluation of the immediate superior who is with the employee most of the time? In the case of customers or the suppliers, do they have time to sit down and understand the PA system that the company is using and the degree of its importance?
·Even I agree with the statement that to have two segments of appraisal system is time consuming process as well as cost consuming!!
Recently I had a talk with an HR person of a very reputed company and I asked him the same doubt of mine regarding Performance Appraisal and Rise in Incentives. He directly replied me that no company has so much of time and money to spend on such issues its just on papers, all concepts like 360 , kaizen all are there but rule is that if you are good enough and secondly in the eye of management you are safe, but you need to be The Best and I was amazed when he said that today there is no need to rush for competent people because there are so many, what you need to do is, Jut pick one.
That was a bit demotivating and harsh too :( , may be because I was aware of such things but heard for the first time but at the same time I was happy that he stated me something true and real. But still i think not all companies do it that way :)
Regards
Neha Sharma
From India, Mumbai
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Hi Neha,
Your thought process really amazes me!! Keep it up..
Selection of raters is very critical – that's why this function for 360 is outsourced to consultants to ensure the feedback & ratings are well explained and handled well mostly for developmental functions.
Your friend was right that PA is linked to incentives but do not agree with his second view that there are many competent people available and one has to just pick one…may be he gave the general opinion based on the his experience in his industry but the fact is Recruiters and Companies are always looking for competent professionals all the time who are becoming a rare breed. It's not easy to attract them unless the organization is well known or renowned for specifics segments.
Hey be optimistic…there is so much to learn and we HR professionals have miles n miles to go!!...Think it in this perspectives - you have many challenges to overcome..
Cheerio
Rajat Joshi
From India, Pune
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Your thought process really amazes me!! Keep it up..
Selection of raters is very critical – that's why this function for 360 is outsourced to consultants to ensure the feedback & ratings are well explained and handled well mostly for developmental functions.
Your friend was right that PA is linked to incentives but do not agree with his second view that there are many competent people available and one has to just pick one…may be he gave the general opinion based on the his experience in his industry but the fact is Recruiters and Companies are always looking for competent professionals all the time who are becoming a rare breed. It's not easy to attract them unless the organization is well known or renowned for specifics segments.
Hey be optimistic…there is so much to learn and we HR professionals have miles n miles to go!!...Think it in this perspectives - you have many challenges to overcome..
Cheerio
Rajat Joshi
From India, Pune
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I agree with Rajat. Competent people are becoming a rare breed. It's becoming amazingly difficult to attract and retain them as employees. Most of the people who are good either start their own small consultancy or opt to work for the biggest of companies.
We recently lost a very good developer to HP. But our retention measures are highly obscure [meaning.. they don't exist], so I don't blame that guy for looking for better options. As a matter of fact, even I may start up my own IT consultancy in a year or so. 😜 Though I am worried about how it would be possible to employ some good employees. Already getting nightmares! My best employee walking out the door saying "I QUIT!" 😵 🙄
From India, Gurgaon
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We recently lost a very good developer to HP. But our retention measures are highly obscure [meaning.. they don't exist], so I don't blame that guy for looking for better options. As a matter of fact, even I may start up my own IT consultancy in a year or so. 😜 Though I am worried about how it would be possible to employ some good employees. Already getting nightmares! My best employee walking out the door saying "I QUIT!" 😵 🙄
From India, Gurgaon
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Hi!
Again, for those who have not visited HRNET, I would like to invite you to visit it and see the discussion threads on the subject matter, especially the latest exchange of ideas between me and Gary Lear on the subject: "Performance Management: This Time Individual".
I would also like to offer two (2) good readings related to the subject matter, namely: Gallup's "The Four Disciplines of Sustainable Growth" and Malcolm Gladwell's "The Talent Myth".
Those who are very new in PA are advised to read some HR textbooks so that basic concepts discussed in classrooms need not be repeated here anymore. It is a waste of time repeating concepts that should have been understood by HR professionals and practitioners.
Best wishes.
Ed Llarena, Jr. Managing Partner Emilla Consulting
From Philippines, Parañaque
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Again, for those who have not visited HRNET, I would like to invite you to visit it and see the discussion threads on the subject matter, especially the latest exchange of ideas between me and Gary Lear on the subject: "Performance Management: This Time Individual".
I would also like to offer two (2) good readings related to the subject matter, namely: Gallup's "The Four Disciplines of Sustainable Growth" and Malcolm Gladwell's "The Talent Myth".
Those who are very new in PA are advised to read some HR textbooks so that basic concepts discussed in classrooms need not be repeated here anymore. It is a waste of time repeating concepts that should have been understood by HR professionals and practitioners.
Best wishes.
Ed Llarena, Jr. Managing Partner Emilla Consulting
From Philippines, Parañaque
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Hello every one..
Now I am on with my summers…
Today I went for an Informal Interview to discuss about my summer training procedure and the job profile, since I was very curious about 360 degree I started with that, while discussing things with Personal Manager I came to know that company adopted 360 degree only for top level management and even that is voluntary that is if any one whishes to go for 360 degree than only it will done for that person which will be followed by normal Performance appraisal system which the company actually process.
Then I talked about Kaizen; there I got some positive response, she told me that company adopted it last year and the response was tremendous because they started it with the plan of quarterly programme but before the end of the 1st year it get transferred to monthly programme.
I asked her to give me a project related to Performance appraisal or the problem company is facing in PA. In turn she asked me to come up with the problems, which are related to PA .
Now Please help me out with this. I want to know what are the problems company or employee faces during or in PA.
I really want to do something productive and effective which not only help me in learning and applying but to the company as well. so please facilitate me.
PS: I also want to know about the difference between PA and Potential Appraisal.
Regards,
Neha Sharma
From India, Mumbai
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Now I am on with my summers…
Today I went for an Informal Interview to discuss about my summer training procedure and the job profile, since I was very curious about 360 degree I started with that, while discussing things with Personal Manager I came to know that company adopted 360 degree only for top level management and even that is voluntary that is if any one whishes to go for 360 degree than only it will done for that person which will be followed by normal Performance appraisal system which the company actually process.
Then I talked about Kaizen; there I got some positive response, she told me that company adopted it last year and the response was tremendous because they started it with the plan of quarterly programme but before the end of the 1st year it get transferred to monthly programme.
I asked her to give me a project related to Performance appraisal or the problem company is facing in PA. In turn she asked me to come up with the problems, which are related to PA .
Now Please help me out with this. I want to know what are the problems company or employee faces during or in PA.
I really want to do something productive and effective which not only help me in learning and applying but to the company as well. so please facilitate me.
PS: I also want to know about the difference between PA and Potential Appraisal.
Regards,
Neha Sharma
From India, Mumbai
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Hi Neha,
You are right - indeed, you have rightly pointed it out that PA has been taken as a promotion-based issue. But I would like to caution you if this was your observation from any organization, then it means that the organization has not clearly defined a performance management policy. If a policy is well in place which addresses issues like what will PMS help - whether it is going to develop the employee, job rotations, promotions, variable pay, it would have been good.
Then comes the issue of letting employees know what PMS - PA is all about. So it is important to have a policy in place and then sculpt the practice accordingly. Hope you appreciate this.
All people have been blaming it on HR for not inculcating this within the organization properly. Here I would like to remind every employee that there is a personal factor - the one that is going to uphold the integrity and values of oneself which has to come first - accept our shortcomings and be ready to learn new competencies. Indeed, HR comes over here to explain this to employees - but finally employees have to do their bit of understanding things.. Right!!!
Regards,
C. Sriekumaar
Wipro Tech
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You are right - indeed, you have rightly pointed it out that PA has been taken as a promotion-based issue. But I would like to caution you if this was your observation from any organization, then it means that the organization has not clearly defined a performance management policy. If a policy is well in place which addresses issues like what will PMS help - whether it is going to develop the employee, job rotations, promotions, variable pay, it would have been good.
Then comes the issue of letting employees know what PMS - PA is all about. So it is important to have a policy in place and then sculpt the practice accordingly. Hope you appreciate this.
All people have been blaming it on HR for not inculcating this within the organization properly. Here I would like to remind every employee that there is a personal factor - the one that is going to uphold the integrity and values of oneself which has to come first - accept our shortcomings and be ready to learn new competencies. Indeed, HR comes over here to explain this to employees - but finally employees have to do their bit of understanding things.. Right!!!
Regards,
C. Sriekumaar
Wipro Tech
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Hi Neha
Congratulations!!..
The problems company or employee faces during or in PA.
Neha, let me solve this way :- as we in lateral thinking in reverse way say how should we make PA horrible?..
No Clarity of goals,
Process not to be defined to employees
Appraisee not given a chance to present/express views
Baisedness
Top Management to take this lightly and time pass
No Data of performance to be made available
Rush through the process like form filing up excercise
Not linking to promotions & increments
To be done at leisure
Rating parameters - complicated
To Many rating scales
Not scope for discussion
Empathy or holistic views not allowed
Long descriptive factors spanning to fifty pages
and so...
May i request other members to further add to this list please!!
Potential appraisal - as the term indicates relates to the potential & aligning of future roles with the emerging/expected goals of the firm in future. For instance, if we find QA chemists whose performace is above par and the company invests in them to make them Flavourists based on their experience and sends them to specialised training progs to realize the same. Another company i know closely - the HR head is a Chartered Accountant !! this was a result of his potential/interests & requirement of the company..its a long term plan spanning 5- 10 years...
Am attaching the format of Potential Appraisal for your reference..
Good luck!!
Cheerio
Rajat Joshi
From India, Pune
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Congratulations!!..
The problems company or employee faces during or in PA.
Neha, let me solve this way :- as we in lateral thinking in reverse way say how should we make PA horrible?..
No Clarity of goals,
Process not to be defined to employees
Appraisee not given a chance to present/express views
Baisedness
Top Management to take this lightly and time pass
No Data of performance to be made available
Rush through the process like form filing up excercise
Not linking to promotions & increments
To be done at leisure
Rating parameters - complicated
To Many rating scales
Not scope for discussion
Empathy or holistic views not allowed
Long descriptive factors spanning to fifty pages
and so...
May i request other members to further add to this list please!!
Potential appraisal - as the term indicates relates to the potential & aligning of future roles with the emerging/expected goals of the firm in future. For instance, if we find QA chemists whose performace is above par and the company invests in them to make them Flavourists based on their experience and sends them to specialised training progs to realize the same. Another company i know closely - the HR head is a Chartered Accountant !! this was a result of his potential/interests & requirement of the company..its a long term plan spanning 5- 10 years...
Am attaching the format of Potential Appraisal for your reference..
Good luck!!
Cheerio
Rajat Joshi
From India, Pune
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That's true! :(
The competent people always look for a better company, better benefits, better pay packages, and a bigger brand than where they are working. I guess job satisfaction has become the last priority. We recently lost one senior developer to Wipro just for the brand image. She was being paid as well as she is earning there. She was also quite happy with her job with us, but she preferred working for a bigger brand. I believe every small company should also get into brand building exercises in competition with the bigger brands. :cry:
Sabi
From India, Bharat
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The competent people always look for a better company, better benefits, better pay packages, and a bigger brand than where they are working. I guess job satisfaction has become the last priority. We recently lost one senior developer to Wipro just for the brand image. She was being paid as well as she is earning there. She was also quite happy with her job with us, but she preferred working for a bigger brand. I believe every small company should also get into brand building exercises in competition with the bigger brands. :cry:
Sabi
From India, Bharat
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Improving Employee Performance Through Appraisal And Coaching.pdf
Employee Appraisal Form new.doc