Ours is a designing, manufacturing, and marketing company.
There is one problem cropping up in our appraisal system, which I wish to discuss with you all and seek a solution.
We have a set of employees with basically the same skill sets/competencies but are working in different departments. Their performance is being rated by their respective managers. As you are aware, the performance rating style varies from manager to manager. Thus, there is bound to be a variation in their ranking, which eventually reflects on their increments.
This is leading to a comparison (lateral) among themselves, and those whose rating is not as favorable as others seem to develop resentment for the same.
My query is, how to normalize their rating so that we could, if not iron out, minimize their resentment? I will be grateful for an early reply.
Thanks and regards,
Shradha
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There is one problem cropping up in our appraisal system, which I wish to discuss with you all and seek a solution.
We have a set of employees with basically the same skill sets/competencies but are working in different departments. Their performance is being rated by their respective managers. As you are aware, the performance rating style varies from manager to manager. Thus, there is bound to be a variation in their ranking, which eventually reflects on their increments.
This is leading to a comparison (lateral) among themselves, and those whose rating is not as favorable as others seem to develop resentment for the same.
My query is, how to normalize their rating so that we could, if not iron out, minimize their resentment? I will be grateful for an early reply.
Thanks and regards,
Shradha
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Sharada,
A number of factors could be affecting the system.
If people are working in different departments, then their competences cannot be the same.
Example: A supervisor in sales is different from a supervisor in production and from an accounts supervisor.
The line managers have not been trained effectively.
The line managers' interpretation of elements.
The line managers' privilege of what they pay their staff, etc.
Hence, my suggestion is to review the system and have a fresh look at the competences.
Regards,
Leo Lingham
From India, Mumbai
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270A number of factors could be affecting the system.
If people are working in different departments, then their competences cannot be the same.
Example: A supervisor in sales is different from a supervisor in production and from an accounts supervisor.
The line managers have not been trained effectively.
The line managers' interpretation of elements.
The line managers' privilege of what they pay their staff, etc.
Hence, my suggestion is to review the system and have a fresh look at the competences.
Regards,
Leo Lingham
From India, Mumbai
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Hi Raj,
I believe we are not yet prepared for 360-degree feedback. The staff needs to be well oriented for it and develop a positive mindset. However, thank you for your concern, and all the best for your project. I would appreciate it if you could share it with all of us after you finish so that we can learn a lot from it.
Shradha
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I believe we are not yet prepared for 360-degree feedback. The staff needs to be well oriented for it and develop a positive mindset. However, thank you for your concern, and all the best for your project. I would appreciate it if you could share it with all of us after you finish so that we can learn a lot from it.
Shradha
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