i work in a corporate firm where in employees are very dissatisfied with the transparency in the appraisal process. Pl guide me in ways we can address this issue?
From India, Mumbai
From India, Mumbai
Dear Pooja,
You could have given little more information about yourself. What is your designation? Are you from HR? What type of Performance Appraisal (PA) is conducted in your company? What is the frequency of the cycle? Of the total marks acquired, what is measurable part and what is subjective part? What is the cause of the dissatisfaction?
Traditional PA is major source of disgruntlement the world over. To tide over this problem, you need to institute very comprehensive Performance Management System (PMS) in your company.
Setting up of PMS is far more serious activity. It has to be handled with due sensitivity. To institute PMS it requires great exposure across the spectrum of industries. If mishandled it may do more harm than good. To know more about instituting PMS in the company, you may click here to refer my past post.
In well-designed PMS organisations, individual are trained well so that they can design their own KRAs. Manager only validates it. Junior is expected to maintain MIS or other evidence to prove the quantum of performance in PA meeting. Manager verifies the score. In this process, nobody gives or takes anything. Junior [i]earns] the marks and there is evidence for this. In the same PA meeting, junior is also expected to come up with his KRA for next quarter or half-year. Manager verifies it, reassigns the weights if required, changes the KRAs itself if required. Further feedback can follow in subsequent meeting.
Since junior himself or herself calculates the score, there is no room for disgruntlement
There is lot of misconception on the concept of KPI and KRA. To remove this misconception, I have uploaded my presentation on Youtube. To refer that video, you may click here.
I have been giving my replies on the subject time and again. If you wish to refer my past replies, then you may click the following links to refer those:
Subjectivity in Performance Appraisal
https://www.citehr.com/493249-design...ml#post2150143
I handle consulting on PMS. To know more about my services, you may click here. Talk to your management and if they are ready then we may work together. If you hire my services, I will do deep study of each department and design new measures which hitherto you had never thought of. PMS will be helpful to you in your recruitment, employee training, manpower planning and do on.
Thanks,
Dinesh V Divekar
[B]
From India, Bangalore
7884You could have given little more information about yourself. What is your designation? Are you from HR? What type of Performance Appraisal (PA) is conducted in your company? What is the frequency of the cycle? Of the total marks acquired, what is measurable part and what is subjective part? What is the cause of the dissatisfaction?
Traditional PA is major source of disgruntlement the world over. To tide over this problem, you need to institute very comprehensive Performance Management System (PMS) in your company.
Setting up of PMS is far more serious activity. It has to be handled with due sensitivity. To institute PMS it requires great exposure across the spectrum of industries. If mishandled it may do more harm than good. To know more about instituting PMS in the company, you may click here to refer my past post.
In well-designed PMS organisations, individual are trained well so that they can design their own KRAs. Manager only validates it. Junior is expected to maintain MIS or other evidence to prove the quantum of performance in PA meeting. Manager verifies the score. In this process, nobody gives or takes anything. Junior [i]earns] the marks and there is evidence for this. In the same PA meeting, junior is also expected to come up with his KRA for next quarter or half-year. Manager verifies it, reassigns the weights if required, changes the KRAs itself if required. Further feedback can follow in subsequent meeting.
Since junior himself or herself calculates the score, there is no room for disgruntlement
There is lot of misconception on the concept of KPI and KRA. To remove this misconception, I have uploaded my presentation on Youtube. To refer that video, you may click here.
I have been giving my replies on the subject time and again. If you wish to refer my past replies, then you may click the following links to refer those:
Subjectivity in Performance Appraisal
https://www.citehr.com/493249-design...ml#post2150143
I handle consulting on PMS. To know more about my services, you may click here. Talk to your management and if they are ready then we may work together. If you hire my services, I will do deep study of each department and design new measures which hitherto you had never thought of. PMS will be helpful to you in your recruitment, employee training, manpower planning and do on.
Thanks,
Dinesh V Divekar
[B]
From India, Bangalore
Hi!
Transparency and objectivity are two of the biggest faults and problems of appraisal systems. That's why many employees hate appraisals.
To address this issue, the Performance Management System (PMS) concept was born.
Indeed, a true PMS should be able to eliminate these two issues. Otherwise, the system,even if called a PMS, is not a true and genuine PMS.
To make sure that a PMS can ensure transparency and objectivity, the following component or stages must be present:
1. Performance Planning
2. Performance Review and Assessment
3. Performance Conference and Feedback
4. Improvement and Development Planning
5. Recognition, Rewards, and Sanctions
In Performance Planning, the employee and supervisor/ manager sits down together and discuss the goals and targets to be accomplished within reasonable timelines. In the Performance Conference and Feedback, the supervisor/ manager is compelled to discuss with the employee the results of the review and assessment of the employee's performance vis-a-vis the agreed goals and targets.
My company, Emilla International Consulting Services, helps organizations worldwide set up objective and transparent PMS!
Best regards,
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
Tel:
Email: <emillaconsulting@hotmail.com>
From Philippines, Parañaque
Transparency and objectivity are two of the biggest faults and problems of appraisal systems. That's why many employees hate appraisals.
To address this issue, the Performance Management System (PMS) concept was born.
Indeed, a true PMS should be able to eliminate these two issues. Otherwise, the system,even if called a PMS, is not a true and genuine PMS.
To make sure that a PMS can ensure transparency and objectivity, the following component or stages must be present:
1. Performance Planning
2. Performance Review and Assessment
3. Performance Conference and Feedback
4. Improvement and Development Planning
5. Recognition, Rewards, and Sanctions
In Performance Planning, the employee and supervisor/ manager sits down together and discuss the goals and targets to be accomplished within reasonable timelines. In the Performance Conference and Feedback, the supervisor/ manager is compelled to discuss with the employee the results of the review and assessment of the employee's performance vis-a-vis the agreed goals and targets.
My company, Emilla International Consulting Services, helps organizations worldwide set up objective and transparent PMS!
Best regards,
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
Tel:
Email: <emillaconsulting@hotmail.com>
From Philippines, Parañaque
As brought out by the experts in their comments above, performance appraisals are not liked by employees. Most of them perceive it as a confidential process which lacks transparency. An employee wants allocation of goals & targets, as much as the record of completion of these targets to be entered on the goal sheet by the employee. And if there is an advice by the manager (for further improvement), the same could also be recorded. And if this record is visible all the time, both to the employee & his/ her manager, there is a sense of satisfaction.
No employee is allergic to 'goal based accountability'. When expectations are clear, people struggle to deliver. 'EmpXtrack' has helped many organizations in managing transparency in performance management. A visit to the EmpXtrack website may help you in understanding 'the systems approach' highlighted by the consultants.
In case your organization is keen to introduce transparency in performance management, through a systems approach, EmpXtrack can offer you the right solution.
From India, Delhi
No employee is allergic to 'goal based accountability'. When expectations are clear, people struggle to deliver. 'EmpXtrack' has helped many organizations in managing transparency in performance management. A visit to the EmpXtrack website may help you in understanding 'the systems approach' highlighted by the consultants.
In case your organization is keen to introduce transparency in performance management, through a systems approach, EmpXtrack can offer you the right solution.
From India, Delhi
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