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
14From India, Madras
Hi Antony
What is the parameter with which the apprisal is being done ?
Wihtout an objective measurement of performance the process is of NO use and will back fire at you.
IF the results are not achieved, where there was a commitment between the appraisee and appariser prior to the process - your qquestion is invalid. Because both of them know what was the outcome and why it is rated that way....
The ratings are definitely to be communicated to the employee and in case of grievence he can approach the reviewing officer, if the ratings was from the appraiser - if there is too much an abnormality in the ratings then it s serious issue you got to take it up as
From India, Bangalore
What is the parameter with which the apprisal is being done ?
Wihtout an objective measurement of performance the process is of NO use and will back fire at you.
IF the results are not achieved, where there was a commitment between the appraisee and appariser prior to the process - your qquestion is invalid. Because both of them know what was the outcome and why it is rated that way....
The ratings are definitely to be communicated to the employee and in case of grievence he can approach the reviewing officer, if the ratings was from the appraiser - if there is too much an abnormality in the ratings then it s serious issue you got to take it up as
From India, Bangalore
Antony:
Without knowing much of your situation (ie: 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
Without knowing much of your situation (ie: 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
hi
as a suggestion, kindly find out if his previous rating/s have been the same and assist the employee to find out the reasons for the same and then as per your company policy explain the situation in terms of to retain/fire the employee.
you must be very reasonable and objective if you can handle it.
all this says that you must give feedback as the employee has to know what the appraisal holds for him.
ok byeeee
From India, Pune
as a suggestion, kindly find out if his previous rating/s have been the same and assist the employee to find out the reasons for the same and then as per your company policy explain the situation in terms of to retain/fire the employee.
you must be very reasonable and objective if you can handle it.
all this says that you must give feedback as the employee has to know what the appraisal holds for him.
ok byeeee
From India, Pune
Hi Everybody,
Thanks for all your inputs which was very usefull 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 and in the beginning when an employee joins we have this KPI form filled up and signed both by the boss and the subordinate. I am sure the process will be the same across the companies. Should we have a methodolgy to evaluate the perfomance of a person weekly / monthly instead of half yearly or annualy. Correct me if am wrong.
Regards
From India, Madras
Thanks for all your inputs which was very usefull 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 and in the beginning when an employee joins we have this KPI form filled up and signed both by the boss and the subordinate. I am sure the process will be the same across the companies. Should we have a methodolgy to evaluate the perfomance of a person weekly / monthly instead of half yearly or annualy. Correct me if am wrong.
Regards
From India, Madras
Hi Antony
I am unsure of your organization falling into which category and what kind of objectives are set
The objectives may be for the quarterly/half yearly/yearly - you can have monthly review meetings to understand the process and progress - there are objectives which can be measured on a monthly basis - in that case this will not be a problem at all
Constant monitoreing of performance is what has to be done and provide frequent feedback
From India, Bangalore
I am unsure of your organization falling into which category and what kind of objectives are set
The objectives may be for the quarterly/half yearly/yearly - you can have monthly review meetings to understand the process and progress - there are objectives which can be measured on a monthly basis - in that case this will not be a problem at all
Constant monitoreing of performance is what has to be done and provide frequent feedback
From India, Bangalore
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
PMRPY-DEDUCTION -SOLUTION.xls
PMS Handbook.pdf
PMS for B & C, FINAL.zip