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 Performance
Appraisal, probably must be, one of the most researched/
explored area in the field of Human Resources.
Over a period of time various Scholars, HR practitioners,
Employers, Employees etc. have defined it in many
ways and varied tools have been suggested and
are utilized to measure performance and take further
steps.
The entire Performance Appraisal system can be
explained in few simple points:
- It's a structured 'review' process
- Is done over a defined period of time (in most
cases Half-yearly, Annually)
- Involves discussion between Appraiser (reviewer)
and Appraise (being reviewed)
covering areas as achievements, hurdles faced,
change in targets, probable solutions and the
way forward
- Identify strengths and weaknesses of Appraise:
To make best of his or her strength and try to
do away with weaknesses
- At the end of appraisal period, Reward or Take
corrective action as may be desired
- Re-assess the performance from time-to-time
and take relevant steps
Simple, isn't it!! However, when it comes to real
life application, in majority situations, all
of a sudden it becomes one of the most complicated
processes to handle and execute, leaving bad taste
in everyone's mouth.
And why it would not be so. Performance Appraisal,
can re-define the entire career path (for good
or worse) of an individual. With stakes so high,
no one would be willing to let go the opportunity,
to share and extol their contributions made to
the business and to prove their worthiness to
the organisation.
In this article let me try and bring forth points
which, if taken care of, can surely make Performance
Appraisal an exercise to cherish and produce great
results for the organization and individuals:
- Format of Performance Appraisal Form:
Have re-look at the form itself. Does it encompass
the parameters which are critical to the organization
such as Clear definition of the targets, Weightage
for each target, the Scoring system, People's
interpretation of different aspect of (yes.. you
will be amazed the way different people interpret
a parameter itself!!), Possibility of accounting
for competency scores, Capturing the Developmental
needs and the Length of the form itself (imagine
the seriousness an Appraiser would exhibit to
rate performance of say 5 appraises, with each
appraisal form 15-20 pages long).
- Define Qualitative Parameters clearly:
If the organization measures Qualitative parameters
as Time Management, Logical Thinking, Team Spirit
etc., then define a quantifiable scale to measure
it with each point having a clear definition against
it
- It's Performance Appraisal and NOT Data Collection:
Once appraisal forms have been completed, discussions
have happened, then see to it that an action is
taken commensurate to the details captured in
the process. It does not make sense to have the
forms completed and then profusely Reward (promotion/
increment etc.) someone whose rating has been
marked average!! For employees, Performance Appraisal
is like a Report Card one gets in school, think
the performance culture parents would have fostered
by getting a child whole lot of games/ toys, patting
etc. for scoring poorly in exams.
- Hold Appraisers Accountable: It's surely
a great power to make-or-mar someone's career
and growth prospects, but then it comes with Great
responsibility too. It's very easy to rate someone
1 on a 5 point scale (5 being highest), let's
now hear, what has the appraiser done to improve
this low scoring appraises' performance. Surely,
an individual couldn't have become Low performer
overnight; the trend must have been visible much
earlier. Don't get fixated with rating but insist
on justification for that rating. If Poor rating,
then ask why? If Excellent rating, then also ask,
why? This should put full stop to all favoritism,
non-objectivity etc.
- Performance Appraisal is an Art/ Science:
Whatever that one would like to refer to it (Art
or Science or both) Performance Appraisal is a
skill to be learnt. Some have it and some have
to learn it. We need to respect others feeling,
have a non-partial outlook for an individual (probably
most difficult), understand their problems and
extend help and support wherever we can, rather
than pointing at failures the moment someone walks
in.
- The FUSS about Targets: From very beginning,
try to have mutually discussed targets rather
than shoving it down someone's throat. If targets
are tough then it is bound to have a justification
too, such as, poor performance of organization
last year, ever increasing competition, demands
of customers, varied market forces etc.. Supplement
the target with reasons of their being tough,
their importance and see the wonderful impact
it has.
- It's not a One-Off process: Performance
Appraisal is not a once-in-a-year sort of exercise,
it's a regular process. Appraisers should interact
with their appraises on continuous basis, coach
them, guide them, suggest alternative approaches
to do things, rather than lead to a situation
where they wait for D-day and then meet as if
belonging to rival teams. Also, document any specific
major aspect that has been discussed in these
interactions.
- The Over Sensitivity trap - It surely
hurts to tell someone that his/her performance
has not been up to the mark, but still go ahead
and do it, if it is required. You might be hurting
someone right now but, in long run it shall help
them to work on their weakness before it's too
late.
- It's a Development tool - Appraises should
seek feedback on performance with open mind, rather
than, having an approach where one pushes for
as much gains as possible. Have trust in appraiser
(if you have a trust issue, sort it immediately,
why wait for last day to pour it out). It's better
to seek right feedback now, rather than feel happy
about immediate gains and not work on shortcomings,
which appraise fought and never accepted as weakness
in the first place. An individual's training requirement
flows from this tool itself and no one would like
to get trained on the wrong aspects.
With the above in mind, organization and individuals
will view Performance Appraisal in right spirit
and lead to Build a World Class Organisation.
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