Hi All, Can you anyone tell me what to do if an employee gets a lowest rating in his performance appraisal and should the rating be told immdiately or how to handle it. please let me know. Regards
From India, Madras
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14From India, Madras
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Hi Antony,
What is the parameter with which the appraisal is being done?
Without an objective measurement of performance, the process is of no use and will backfire on you. If the results are not achieved, where there was a commitment between the appraisee and appraiser prior to the process - your question is invalid. Both of them know what the outcome was and why it is rated that way.
The ratings should definitely be communicated to the employee, and in case of grievance, he can approach the reviewing officer. If the ratings were from the appraiser and there is too much of an abnormality in the ratings, then it's a serious issue that you have to address.
From India, Bangalore
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What is the parameter with which the appraisal is being done?
Without an objective measurement of performance, the process is of no use and will backfire on you. If the results are not achieved, where there was a commitment between the appraisee and appraiser prior to the process - your question is invalid. Both of them know what the outcome was and why it is rated that way.
The ratings should definitely be communicated to the employee, and in case of grievance, he can approach the reviewing officer. If the ratings were from the appraiser and there is too much of an abnormality in the ratings, then it's a serious issue that you have to address.
From India, Bangalore
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Antony,
Without knowing much of your situation (i.e., what the rating is about, how it applies, how the importance is communicated to workers during intake, etc.), my thoughts would be these:
1) Employee's shortcomings should be communicated immediately to them. Without knowledge of the specific failings, it is hard to expect an employee to improve. New employees, in particular, need to have that communicated to them regardless of their performance level so that they can gauge their activity as it pertains to company expectations.
2) It is good to document an employee's failings, and that does add to a company's ability to let them go, should you not operate in an "employment-at-will" environment. That said, it is a good idea to have more than one bad review. Create a history of bad performance - and a history of communicating that to the employee - and the parting of ways will neither be a surprise nor hostile. Communication is the key so that NOTHING is a surprise. Reviews at 3 months, 6 months, and a year are typical (and good) intervals for new employees.
3) If you have to let someone go because they just don't cut it - DO IT! Conventional wisdom holds to the 20-70-10 principle: 20% of your workers will do the majority of the work and be eligible to rise in the company, 70% will do what they have to (with the proper guidance) and will help the company meet production, 10% should be "counseled out of the company" at any given time. Again, though, it should NEVER be a surprise. This is classic Jack Welch. And he's right!!!
Hope that helps. Again, I don't know the situation, but I wish you luck. Just remember that honesty never hurts.
Regards,
Jonathan Scott
Northeast Athletic Concepts
Sports psychology-based consulting for the HR environment
Email: jscott357@yahoo.com
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Without knowing much of your situation (i.e., what the rating is about, how it applies, how the importance is communicated to workers during intake, etc.), my thoughts would be these:
1) Employee's shortcomings should be communicated immediately to them. Without knowledge of the specific failings, it is hard to expect an employee to improve. New employees, in particular, need to have that communicated to them regardless of their performance level so that they can gauge their activity as it pertains to company expectations.
2) It is good to document an employee's failings, and that does add to a company's ability to let them go, should you not operate in an "employment-at-will" environment. That said, it is a good idea to have more than one bad review. Create a history of bad performance - and a history of communicating that to the employee - and the parting of ways will neither be a surprise nor hostile. Communication is the key so that NOTHING is a surprise. Reviews at 3 months, 6 months, and a year are typical (and good) intervals for new employees.
3) If you have to let someone go because they just don't cut it - DO IT! Conventional wisdom holds to the 20-70-10 principle: 20% of your workers will do the majority of the work and be eligible to rise in the company, 70% will do what they have to (with the proper guidance) and will help the company meet production, 10% should be "counseled out of the company" at any given time. Again, though, it should NEVER be a surprise. This is classic Jack Welch. And he's right!!!
Hope that helps. Again, I don't know the situation, but I wish you luck. Just remember that honesty never hurts.
Regards,
Jonathan Scott
Northeast Athletic Concepts
Sports psychology-based consulting for the HR environment
Email: jscott357@yahoo.com
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Hi,
As a suggestion, kindly find out if his previous rating/ratings have been the same, and assist the employee in determining the reasons for this consistency. Then, in accordance with your company policy, explain the situation in terms of whether to retain or fire the employee.
You must be very reasonable and objective in handling this matter. All of this indicates that you must provide feedback to the employee so that they are aware of what the appraisal holds for them.
Okay, bye!
From India, Pune
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As a suggestion, kindly find out if his previous rating/ratings have been the same, and assist the employee in determining the reasons for this consistency. Then, in accordance with your company policy, explain the situation in terms of whether to retain or fire the employee.
You must be very reasonable and objective in handling this matter. All of this indicates that you must provide feedback to the employee so that they are aware of what the appraisal holds for them.
Okay, bye!
From India, Pune
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Hi Everybody,
Thanks for all your inputs which were very useful, and I have taken all your points for discussion with my HR Team. I would like to have more inputs on this. For example, we have a mid-year appraisal and a full-year appraisal. In the beginning when an employee joins, we have this KPI form filled out and signed by both the boss and the subordinate. I am sure the process will be the same across companies. Should we have a methodology to evaluate the performance of a person weekly/monthly instead of half-yearly or annually? Correct me if I am wrong.
Regards
From India, Madras
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Thanks for all your inputs which were very useful, and I have taken all your points for discussion with my HR Team. I would like to have more inputs on this. For example, we have a mid-year appraisal and a full-year appraisal. In the beginning when an employee joins, we have this KPI form filled out and signed by both the boss and the subordinate. I am sure the process will be the same across companies. Should we have a methodology to evaluate the performance of a person weekly/monthly instead of half-yearly or annually? Correct me if I am wrong.
Regards
From India, Madras
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Hi Antony,
I am unsure which category your organization falls into and what kind of objectives are set. The objectives may be for the quarterly/half-yearly/yearly periods. You can have monthly review meetings to understand the process and progress. There are objectives that can be measured on a monthly basis; in that case, this will not be a problem at all. Constant monitoring of performance is what has to be done, and providing frequent feedback is essential.
From India, Bangalore
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I am unsure which category your organization falls into and what kind of objectives are set. The objectives may be for the quarterly/half-yearly/yearly periods. You can have monthly review meetings to understand the process and progress. There are objectives that can be measured on a monthly basis; in that case, this will not be a problem at all. Constant monitoring of performance is what has to be done, and providing frequent feedback is essential.
From India, Bangalore
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