Dear Friends, Hope you are all fine. Would you please answer my question? If any colleagues dissatisfied with their performance appraisal what steps would you take as Performance Appraisal Officer. to solve their issue. I would highly appreciate your quick reply in this matter.
From Afghanistan, Kabul
From Afghanistan, Kabul
Dear Jawad Kamgar,
Dissatisfaction about the performance rating is common across all industries. To prevent the dissatisfaction of the subordinate, the Manager or the performance reviewing authority is expected to take the following measures:
a) First and foremost, the goals or the KRA designed should be Specific, Measurable, Attainable, Realistic and Time-bound i.e. SMART.
b) The goals or KRAs designed should be communicated to the junior employee at the beginning of the performance cycle. The performance cycle could be quarterly, half-yearly or yearly.
c) Each goal or the KRA should be to measure either cost or ratio or the turnaround time. What needs to be increased or decreased and that too what time span must be mentioned clearly.
d) While designing goals or the KRAs, take into consideration the subordinate's educational qualification, level of experience, designation etc.
e) To attain the goal or KRA, the subordinate should face the deficiency of the resources. The resources could be physical, knowledge, financial etc.
f) Appraise on the representative information. Representative information means the rating should be based on the evidence of the performance. At the beginning of the performance cycle, the subordinate must be told that to prove his/her performance, he/she must maintain sufficient evidence.
g) Manager's duty does not end once the performance goals or the KRAs are designed. He/she must give adequate support to the junior employee to attain the goals or the KRAs.
If the above precautions are taken, then the chances of dispute on the performance rating are minimal. Nevertheless, even if the dispute arises, then the benefit of the doubt must be given to the junior employee.
Thanks,
Dinesh Divekar
From India, Bangalore
7884Dissatisfaction about the performance rating is common across all industries. To prevent the dissatisfaction of the subordinate, the Manager or the performance reviewing authority is expected to take the following measures:
a) First and foremost, the goals or the KRA designed should be Specific, Measurable, Attainable, Realistic and Time-bound i.e. SMART.
b) The goals or KRAs designed should be communicated to the junior employee at the beginning of the performance cycle. The performance cycle could be quarterly, half-yearly or yearly.
c) Each goal or the KRA should be to measure either cost or ratio or the turnaround time. What needs to be increased or decreased and that too what time span must be mentioned clearly.
d) While designing goals or the KRAs, take into consideration the subordinate's educational qualification, level of experience, designation etc.
e) To attain the goal or KRA, the subordinate should face the deficiency of the resources. The resources could be physical, knowledge, financial etc.
f) Appraise on the representative information. Representative information means the rating should be based on the evidence of the performance. At the beginning of the performance cycle, the subordinate must be told that to prove his/her performance, he/she must maintain sufficient evidence.
g) Manager's duty does not end once the performance goals or the KRAs are designed. He/she must give adequate support to the junior employee to attain the goals or the KRAs.
If the above precautions are taken, then the chances of dispute on the performance rating are minimal. Nevertheless, even if the dispute arises, then the benefit of the doubt must be given to the junior employee.
Thanks,
Dinesh Divekar
From India, Bangalore
Dear Colleague,
Kindly add this brief in addition to what other clarity very clearly given by our Colleague:
Performance Appraisal in any company is not 100% perfect and there are lot of challenges, satisfactions, dissatisfactions, disagreements, bell curve and so many aspects are there. But overall, what is requires is
1. The Manager must fix SMART KRA which is Realistic and Achievable in nature. Further periodic Coaching has to be given to the subordinates, to support them to achieve their KRAs or goals.
2. The Talent who is not satisfied on a Rating can escalate his grievance to the Reviewer who is the next level Skill Level Authority and seek remedy ( this has to be carefully done depending on the Maturity of the Manager, Organization and System) Many companies has this very transparently and HR is the Neutral agency to sort out.
3. If any Talent is not able to achieve the desired result and not meeting the expected result, he has to be put in a Process called _ PERFORMANCE IMPROVEMENT PLAN ( PIP). Here the talent will be given all support like, coaching, training, support, and guidance by assigned manager and hr to enable him to get aligned to his KRA/ Goals and to achieve those goals.
4. If the Talent is not upto mark despite PIP Process then, Job change, Dept Change, Role Change, move him to less responsibilities and like so many options are there to explore.
5. Overall the effectiveness of the Performance Management System largely depends ion Transparent Process and good grievance redressal, PIP mechanism
All the Best, God Bless,
Dr.P.SIVAKUMAR
Doctor Siva Global HR
From India, Chennai
Kindly add this brief in addition to what other clarity very clearly given by our Colleague:
Performance Appraisal in any company is not 100% perfect and there are lot of challenges, satisfactions, dissatisfactions, disagreements, bell curve and so many aspects are there. But overall, what is requires is
1. The Manager must fix SMART KRA which is Realistic and Achievable in nature. Further periodic Coaching has to be given to the subordinates, to support them to achieve their KRAs or goals.
2. The Talent who is not satisfied on a Rating can escalate his grievance to the Reviewer who is the next level Skill Level Authority and seek remedy ( this has to be carefully done depending on the Maturity of the Manager, Organization and System) Many companies has this very transparently and HR is the Neutral agency to sort out.
3. If any Talent is not able to achieve the desired result and not meeting the expected result, he has to be put in a Process called _ PERFORMANCE IMPROVEMENT PLAN ( PIP). Here the talent will be given all support like, coaching, training, support, and guidance by assigned manager and hr to enable him to get aligned to his KRA/ Goals and to achieve those goals.
4. If the Talent is not upto mark despite PIP Process then, Job change, Dept Change, Role Change, move him to less responsibilities and like so many options are there to explore.
5. Overall the effectiveness of the Performance Management System largely depends ion Transparent Process and good grievance redressal, PIP mechanism
All the Best, God Bless,
Dr.P.SIVAKUMAR
Doctor Siva Global HR
From India, Chennai
Dear Jawad Kamgar,
It is duty of the employer is to look into the grievance raised by the employee and resolve the matter. One should carefully listen the points of grievances raised by the employee for his dissatisfaction over the performance appraisal.
Being a Performance Appraisal Officer, you should answer where the employee failed to score and what are the causes that hamper the rating of employee's performance appraisal. The performance appraisal is same as the examination paper of an exam, show the assessment sheet, provided your appraisal is fair, accurate without biased theory.
From India, Mumbai
It is duty of the employer is to look into the grievance raised by the employee and resolve the matter. One should carefully listen the points of grievances raised by the employee for his dissatisfaction over the performance appraisal.
Being a Performance Appraisal Officer, you should answer where the employee failed to score and what are the causes that hamper the rating of employee's performance appraisal. The performance appraisal is same as the examination paper of an exam, show the assessment sheet, provided your appraisal is fair, accurate without biased theory.
From India, Mumbai
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