Dear All,
I am facing a situation where employee is not ready to accept his manager's feedback for his appraisal , hence the appraisal is not closed and company has revised his salary to the salary before appraisal.Employee feels this is injustice to him. He is saying he can sign the form mentioning he has excepted it and mentioning what he has not accepted. As as HR, what action I should take.
From India, Bareli
I am facing a situation where employee is not ready to accept his manager's feedback for his appraisal , hence the appraisal is not closed and company has revised his salary to the salary before appraisal.Employee feels this is injustice to him. He is saying he can sign the form mentioning he has excepted it and mentioning what he has not accepted. As as HR, what action I should take.
From India, Bareli
Dear friend,
I handle consulting services to provide Performance Management System (PMS). The issue that you have described is not new. It happens everywhere. Perceptual differences between manager and his/her subordinates are common. Subordinates often nurse grouse against their manager for under-rating. That is why when I design PMS, I do not leave room for "non-acceptance".
Now at this stage, you have two options. First one is tell junior firmly that the rating of the manager is final one and no disputes will be entertained. However, this type of management style will only suppress the conflict and may not resolve it. Embers of discontent may extinguish temporarily but these could flare once again. The another option is to understand why junior is refusing to accept the rating given by the manager. Could you segregate on what points there is agreement and on what points there is disagreement? As far as disagreement is concerned, is there evidence with the either party? Let your General Manager (GM) call both the parties and sort out the issue.
Cleft stick: - The issue has caught you in a cleft stick. Whichever side your GM gives the verdict, the other party could feel that it has been let down. Possibly authoritarianism of GM may not bring it to the fore and your organisation may create a facade of the harmony. Nevertheless, it remains to be seen how long it lasts.
Learning from the Incident: - The incident teaches to all the HR professionals in general and you in particular importance of measurement in the Performance Appraisal (PA). Subjectivity foments vagueness as well therefore, you may find out whether the PA is based on any vague parameters. Secondly, our job is not to solve the PA tussle between manager and subordinates but take steps to prevent it. The incident could be trend setter and next years onwards there could be more number of objections. Therefore, to avoid recurrence of such incident, you may require institution of robust PMS that is designed by the external consultant. Feel free to call me for further discussion.
Thanks,
Dinesh Divekar
From India, Bangalore
7879I handle consulting services to provide Performance Management System (PMS). The issue that you have described is not new. It happens everywhere. Perceptual differences between manager and his/her subordinates are common. Subordinates often nurse grouse against their manager for under-rating. That is why when I design PMS, I do not leave room for "non-acceptance".
Now at this stage, you have two options. First one is tell junior firmly that the rating of the manager is final one and no disputes will be entertained. However, this type of management style will only suppress the conflict and may not resolve it. Embers of discontent may extinguish temporarily but these could flare once again. The another option is to understand why junior is refusing to accept the rating given by the manager. Could you segregate on what points there is agreement and on what points there is disagreement? As far as disagreement is concerned, is there evidence with the either party? Let your General Manager (GM) call both the parties and sort out the issue.
Cleft stick: - The issue has caught you in a cleft stick. Whichever side your GM gives the verdict, the other party could feel that it has been let down. Possibly authoritarianism of GM may not bring it to the fore and your organisation may create a facade of the harmony. Nevertheless, it remains to be seen how long it lasts.
Learning from the Incident: - The incident teaches to all the HR professionals in general and you in particular importance of measurement in the Performance Appraisal (PA). Subjectivity foments vagueness as well therefore, you may find out whether the PA is based on any vague parameters. Secondly, our job is not to solve the PA tussle between manager and subordinates but take steps to prevent it. The incident could be trend setter and next years onwards there could be more number of objections. Therefore, to avoid recurrence of such incident, you may require institution of robust PMS that is designed by the external consultant. Feel free to call me for further discussion.
Thanks,
Dinesh Divekar
From India, Bangalore
Dear Bhavya
The best approach is to quantify the appraisal parameters. In this way, every feedback will be transparent and quantified. The employee will also have less chance to confront since it will not be an open ended process.
Regards
Parikshit
From India, Gurgaon
The best approach is to quantify the appraisal parameters. In this way, every feedback will be transparent and quantified. The employee will also have less chance to confront since it will not be an open ended process.
Regards
Parikshit
From India, Gurgaon
Dear Anonymous,
Mr Dinesh Divekar has raised some pertinent points to solve your problem.
I wish to add a few more to help you get clarity regarding possible actions that can be taken.
I see a few positives in your post.
The subordinate has not disagreed in toto.
So it narrows down the focus area.
.
List the disputed point / points.
If they are less then it is better.
Why there is a dispute?
CLEAR CUT case
Manager has not defined the performance measure in advance
Or
not defined it correctly.
Subordinate has not understood
Or
not done correctly.
CLOUDY case
Another possibility may be due to vague Goal / KRA forming and equally ambiguous
reply to it.
Try to give your explanation that fits in any of the above and then make your recommendation to your GM.
V.Raghunathan
From India
Mr Dinesh Divekar has raised some pertinent points to solve your problem.
I wish to add a few more to help you get clarity regarding possible actions that can be taken.
I see a few positives in your post.
The subordinate has not disagreed in toto.
So it narrows down the focus area.
.
List the disputed point / points.
If they are less then it is better.
Why there is a dispute?
CLEAR CUT case
Manager has not defined the performance measure in advance
Or
not defined it correctly.
Subordinate has not understood
Or
not done correctly.
CLOUDY case
Another possibility may be due to vague Goal / KRA forming and equally ambiguous
reply to it.
Try to give your explanation that fits in any of the above and then make your recommendation to your GM.
V.Raghunathan
From India
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