I took the Review of each employee from their department manager and line manager. I made google form with multiple factors in which every mentors gave the review from fair to excellent basis. Now i simply made the column chart fro individual perfromer and share results with them. Moreover i used pivots in comparing the results who is leading in which factors. I got the results of pivots need not share yet. Just wanted to ask the individual performance which i shared is reliable or it will lead to conflict among employees?
From India, Bengaluru
From India, Bengaluru
Dear member,
Giving feedback to the junior employee is part of the process of Performance Appraisal (PA). Now in your case, I do not understand why the HODs sent the feedback to you and you turn, wanted to give the feedback to the employees? Why an additional loop in the information exchange was created?
In good old days, after conducting the PA, the feedback was given and a signature was obtained from the junior employee. Later the forms came to the HR Department. Now the entire process is done through software. What is the practice in your case?
In case if the HODs have not given feedback to them and if you pass on the positive feedback to the juniors then it is ok but what if the HOD has written negative remark then conflict might erupt.
Those who come out in open and express their disapproval on the rating by the manager will do the favour because of their openness. But what if the employees do not come out openly but carry their disgruntlement? With their demotivated state, will they go the extra mile?
Please clarify whether further on your post.
Thanks,
Dinesh Divekar
+91-9900155394
From India, Bangalore
7879Giving feedback to the junior employee is part of the process of Performance Appraisal (PA). Now in your case, I do not understand why the HODs sent the feedback to you and you turn, wanted to give the feedback to the employees? Why an additional loop in the information exchange was created?
In good old days, after conducting the PA, the feedback was given and a signature was obtained from the junior employee. Later the forms came to the HR Department. Now the entire process is done through software. What is the practice in your case?
In case if the HODs have not given feedback to them and if you pass on the positive feedback to the juniors then it is ok but what if the HOD has written negative remark then conflict might erupt.
Those who come out in open and express their disapproval on the rating by the manager will do the favour because of their openness. But what if the employees do not come out openly but carry their disgruntlement? With their demotivated state, will they go the extra mile?
Please clarify whether further on your post.
Thanks,
Dinesh Divekar
+91-9900155394
From India, Bangalore
True Dinesh Divekar. Thanks for your crisp and clear feedback. I am HR in the current start up company. I formulated to start the process of performance evaluation starting from junior to mid- level employees. I took the feedback form their corresponding leads and the manger. There is no head of department as such in our company as of now.
Junior and senior got for the first time the feedback of their work in terms of graph, will attach the sample how the graph should look like.
My concern is the individual perfromance which i marked and shared with employees was the correct way?
From India, Bengaluru
Junior and senior got for the first time the feedback of their work in terms of graph, will attach the sample how the graph should look like.
My concern is the individual perfromance which i marked and shared with employees was the correct way?
From India, Bengaluru
Hi Dear,
During the " Performance Review Process", the feed back is very important tool to improve the bottam line of the orgaisation and stong bonding among team members. when are we giving feedback to our juniors, we must follow the follwing principals:-
1. Build a Matured professional relations
2. Act as a Mentor or a Coach not as a Boss.
3. Feedback must based on data, honest and in writing
4. Must suppoert to enhance the competence of an Individual as per need of orgaisation
5, Directly conneted to the performance of that Financial year only
6. Provide long rope the Individual
7.Take some liability to improve his / her performance in future or gurranttee of supportin future( Hand Holding)
In this case there would not any chance to develop any conflict.
Pl feel free for any further clarification or support in future.
Regards,
From India, Delhi
During the " Performance Review Process", the feed back is very important tool to improve the bottam line of the orgaisation and stong bonding among team members. when are we giving feedback to our juniors, we must follow the follwing principals:-
1. Build a Matured professional relations
2. Act as a Mentor or a Coach not as a Boss.
3. Feedback must based on data, honest and in writing
4. Must suppoert to enhance the competence of an Individual as per need of orgaisation
5, Directly conneted to the performance of that Financial year only
6. Provide long rope the Individual
7.Take some liability to improve his / her performance in future or gurranttee of supportin future( Hand Holding)
In this case there would not any chance to develop any conflict.
Pl feel free for any further clarification or support in future.
Regards,
From India, Delhi
Thanks Sir for your valuable feedback. Yes I would be in touch with you if stuck somewhere.
From India, Bengaluru
From India, Bengaluru
Dear Colleague,
Your system of giving performance feedback devised by you suffers from apparent infirmity. Since you are not directly responsible for driving their performance, you lack teeth in giving performance feedback in isolation.
It is sound practice if the performance feedback is given by the reporting authority against predetermined KRAs/ Targets and their achievements.
You can add value by putting in place KRA based appraisal system, periodic feedback and participate as catalyst in feedback to be given by the boss of the employee.
Regards,
Vinayak Nagarkar
HR-Consultant
From India, Mumbai
Your system of giving performance feedback devised by you suffers from apparent infirmity. Since you are not directly responsible for driving their performance, you lack teeth in giving performance feedback in isolation.
It is sound practice if the performance feedback is given by the reporting authority against predetermined KRAs/ Targets and their achievements.
You can add value by putting in place KRA based appraisal system, periodic feedback and participate as catalyst in feedback to be given by the boss of the employee.
Regards,
Vinayak Nagarkar
HR-Consultant
From India, Mumbai
Dear friend (originator of the post),
Though you had given a reply to my reply, I saw it today. My comments on the attributes given in the PDF file are as below:
a) Productivity and work quality both are more or less same.
b) Leadership traits cannot be demonstrated every other day. Secondly, this is a subjective attribute and there could be differences.
c) Enthusiasm should get reflected in the quality of the work. What is the use of enthusiasm if the work quality is poor?
d) Attitude: - Are the parameters available to measure the attitude?
e) Creativity: - Every other day this attribute cannot be demonstrated.
f) Communication: - Is it "Verbal Communication" or "Written Communication"? 99% of employees are generally weak in the latter.
Thanks,
Dinesh Divekar
From India, Bangalore
Though you had given a reply to my reply, I saw it today. My comments on the attributes given in the PDF file are as below:
a) Productivity and work quality both are more or less same.
b) Leadership traits cannot be demonstrated every other day. Secondly, this is a subjective attribute and there could be differences.
c) Enthusiasm should get reflected in the quality of the work. What is the use of enthusiasm if the work quality is poor?
d) Attitude: - Are the parameters available to measure the attitude?
e) Creativity: - Every other day this attribute cannot be demonstrated.
f) Communication: - Is it "Verbal Communication" or "Written Communication"? 99% of employees are generally weak in the latter.
Thanks,
Dinesh Divekar
From India, Bangalore
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