Performance Appraisal Dilemma: Involving Ex-Employees
To the concerned HR experts,
I am confronted with this rare query, and my organizational policy does not have any explicit provisions about it. One of our department heads resigned about three months ago, and a new replacement joined about two months ago. We need to conduct annual performance appraisals for a department team. However, it is obvious that the existing department head (who joined two months ago) cannot do it alone since he wasn't with the team for most of the year. Therefore, can he formally take feedback or involve the ex-department head, since the team worked under him for most of the year, in the appraisal?
To summarize, can an organization approach an ex-employee to seek his/her feedback or involve them in the performance evaluation of their former reporting staff?
Thank you in advance for your kind support.
From Pakistan, Hyderabad
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To the concerned HR experts,
I am confronted with this rare query, and my organizational policy does not have any explicit provisions about it. One of our department heads resigned about three months ago, and a new replacement joined about two months ago. We need to conduct annual performance appraisals for a department team. However, it is obvious that the existing department head (who joined two months ago) cannot do it alone since he wasn't with the team for most of the year. Therefore, can he formally take feedback or involve the ex-department head, since the team worked under him for most of the year, in the appraisal?
To summarize, can an organization approach an ex-employee to seek his/her feedback or involve them in the performance evaluation of their former reporting staff?
Thank you in advance for your kind support.
From Pakistan, Hyderabad
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It is uncommon for organizations to involve ex-employees in conducting performance appraisals, especially when a new manager has taken over the team. However, in situations where the previous manager had significant involvement with the team during the appraisal period, there might be scenarios where their input could be valuable. Here are some practical steps to consider:
1. Assess the Necessity: Evaluate the extent to which the ex-manager's insights are crucial for a fair and comprehensive appraisal process. Consider factors like the ex-manager's familiarity with the team's performance, their relationship with team members, and the impact of their feedback on the evaluation.
2. Seek Consent: Contact the ex-manager to discuss the possibility of their involvement in the performance appraisal. Ensure that they are willing to participate and provide feedback constructively and objectively.
3. Clarify Role and Scope: Define the ex-manager's role clearly in the process. Specify the scope of their involvement, the aspects they are expected to provide feedback on, and the level of influence their input will have on the final appraisal.
4. Maintain Confidentiality: Emphasize the importance of confidentiality and ensure that any feedback provided by the ex-manager is handled discreetly and professionally. Protect the privacy of both current and former employees throughout the appraisal process.
5. Combine Inputs: Encourage open communication between the new manager and the ex-manager, if feasible, to align their perspectives and ensure a cohesive evaluation of the team's performance. Consolidate feedback from both parties to gain a comprehensive understanding.
6. Document Everything: Keep detailed records of the feedback provided by the ex-manager, the discussions held, and the decisions made based on their input. Documenting this information will help in justifying the appraisal outcomes and maintaining transparency.
7. Review Organizational Policies: Consider revising your organizational policies to address situations where involving ex-employees in performance appraisals may be necessary or beneficial. Establish clear guidelines for such cases to streamline future processes.
While involving an ex-manager in performance appraisals can be a sensitive matter, approaching it thoughtfully and transparently can lead to valuable insights that contribute to a more holistic evaluation of the team's performance.
From India, Gurugram
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601. Assess the Necessity: Evaluate the extent to which the ex-manager's insights are crucial for a fair and comprehensive appraisal process. Consider factors like the ex-manager's familiarity with the team's performance, their relationship with team members, and the impact of their feedback on the evaluation.
2. Seek Consent: Contact the ex-manager to discuss the possibility of their involvement in the performance appraisal. Ensure that they are willing to participate and provide feedback constructively and objectively.
3. Clarify Role and Scope: Define the ex-manager's role clearly in the process. Specify the scope of their involvement, the aspects they are expected to provide feedback on, and the level of influence their input will have on the final appraisal.
4. Maintain Confidentiality: Emphasize the importance of confidentiality and ensure that any feedback provided by the ex-manager is handled discreetly and professionally. Protect the privacy of both current and former employees throughout the appraisal process.
5. Combine Inputs: Encourage open communication between the new manager and the ex-manager, if feasible, to align their perspectives and ensure a cohesive evaluation of the team's performance. Consolidate feedback from both parties to gain a comprehensive understanding.
6. Document Everything: Keep detailed records of the feedback provided by the ex-manager, the discussions held, and the decisions made based on their input. Documenting this information will help in justifying the appraisal outcomes and maintaining transparency.
7. Review Organizational Policies: Consider revising your organizational policies to address situations where involving ex-employees in performance appraisals may be necessary or beneficial. Establish clear guidelines for such cases to streamline future processes.
While involving an ex-manager in performance appraisals can be a sensitive matter, approaching it thoughtfully and transparently can lead to valuable insights that contribute to a more holistic evaluation of the team's performance.
From India, Gurugram
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Performance Appraisal Form for Manager.doc