Dear Seniors,
During appraisals we face problem in identifying actual rating of people because some HODs set lower standards for their subordinates while evaluating performance & some HODs are very stringent rater & give less rating to even the star performer of the team.Eg.If highest performer of Lenient dept.HOD is at 95% then even the top performer of strict HOD is 65%.
What could be done to ensure that there much be a logical rating standards (level of critically). And KRA of all dept.must have similar level of difficulty level because it will impact the final ratings .
Less challenging KRA will get higher rating & those who set tough targets are getting lower rating,that is our challenge.So we cant directly correlate the increment % with the KRA scores.
Is there any easy method to normalize it (except bell curve-top 20%,middle 80% & bottom 20% method because it may happen in one dept.top performers may be more than 20% & vice versa,by enforcing bell curve we don't want to define a limit to top/bottom performer).
Please suggest if you have some solution for this issue.
From India, Nagpur
22During appraisals we face problem in identifying actual rating of people because some HODs set lower standards for their subordinates while evaluating performance & some HODs are very stringent rater & give less rating to even the star performer of the team.Eg.If highest performer of Lenient dept.HOD is at 95% then even the top performer of strict HOD is 65%.
What could be done to ensure that there much be a logical rating standards (level of critically). And KRA of all dept.must have similar level of difficulty level because it will impact the final ratings .
Less challenging KRA will get higher rating & those who set tough targets are getting lower rating,that is our challenge.So we cant directly correlate the increment % with the KRA scores.
Is there any easy method to normalize it (except bell curve-top 20%,middle 80% & bottom 20% method because it may happen in one dept.top performers may be more than 20% & vice versa,by enforcing bell curve we don't want to define a limit to top/bottom performer).
Please suggest if you have some solution for this issue.
From India, Nagpur
Dear Aakansha,
Your observation about the imbalance in setting the targets is valid. The targets should be neither extremely stiff nor too easy to attain. The first principle of PMS is "KRAs should SMART" i.e. these should be Specific, Measurable, Attainable, Realistic and Time-bound.
However, execution of the first principle of PMS can be done by the seniors of the respective HODs. We the members of this forum are outsiders and we do not know anything about the conditions of work or work itself. Therefore, you may approach the Director or Managing Director of your company and put forth your observation. Let them review the targets set.
Secondly, what you have not mentioned is KRAs for the Managers themselves. Who sets their KRAs and what is their score? Going further, what are the KRAs for the departments? Are these assigned to the respective HODs? If yes, then have costs and ratios associated with each department been identified and assigned to the respective HOD?
Thanks,
Dinesh Divekar
From India, Bangalore
Your observation about the imbalance in setting the targets is valid. The targets should be neither extremely stiff nor too easy to attain. The first principle of PMS is "KRAs should SMART" i.e. these should be Specific, Measurable, Attainable, Realistic and Time-bound.
However, execution of the first principle of PMS can be done by the seniors of the respective HODs. We the members of this forum are outsiders and we do not know anything about the conditions of work or work itself. Therefore, you may approach the Director or Managing Director of your company and put forth your observation. Let them review the targets set.
Secondly, what you have not mentioned is KRAs for the Managers themselves. Who sets their KRAs and what is their score? Going further, what are the KRAs for the departments? Are these assigned to the respective HODs? If yes, then have costs and ratios associated with each department been identified and assigned to the respective HOD?
Thanks,
Dinesh Divekar
From India, Bangalore
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