Objective appraisals
``ARE all people in your company treated alike?" "Is everybody rewarded as per their performance?" These are some of the questions that invariably figure in employee surveys. A large number of employees, either in big or small companies, would have at some point in time answered in the negative.
Where it would be utopian to imagine a workplace without conflict, one has to acknowledge that, notwithstanding one's favourites and the bete-noirs, it is the manager's job to treat everyone alike. It is also well documented that there are various factors that can lead to a perception of biased management. Poor communication channels, lack of clarity of goals and planning, giving one's hundred percent in what turns out to be a fruitless pursuit, etc. can all lead a person to develop a warped image of the reality. However, the repercussions of differential treatment, if it does exist, can tell upon the productivity, employee morale and the overall reputation of the company.
The first step to deal with the imaginary or true perceptions regarding the management's approach is to start with an appraisal that is rooted in equality. This will help in conditioning the management to resist favouritism and in conditioning the workforce to unprejudiced reward system.
* Good appraisals actually start at the time of target setting
Good target setting means half the job is done. Ensure that you mention both `what' and `how' in the target setting exercise. A clear goal is easier to achieve and evaluate.
* Focus on the `what'When doing the appraisals, make sure that you discuss the results and the achievement of the employee in detail.
Whatever may your perception be, discussing things at length will help the employee see your point of view. Discuss what your expectations were and measure the performance accordingly.
* Don't lose focus on the `how'However, when discussing the numbers, do not forget the way they have been attained. The how is just as important as the what.
* CalibrateEnsure that the same standards and means of assessing are employed throughout the organisation. Typically, this is a role that the HR team fulfils. People join organisations, not individual teams.
Ensure that the new managers use the current organisation's appraisal methods and not those of the organisation they worked earlier. This is the most common and biggest mistake.
* Do not promote for retainingOne of the most common comments that one hears is, "this person needs to be promoted, or else we will lose the employee". That is the worst possible reason to promote.
It will open the Pandora's box; you will have all the people threatening to quit if not promoted. Promote the employee who deserves it.
* Talk about examples of behaviours and attitudes, not perceptionsWhen doing appraisals, talk about displayed and documented behaviour and attitudes and not hearsay. Perceptions can be questioned but not behaviour. List incidents that support or go against the behaviour that the organisation is trying to promote and then take a balanced view of the same.
* Appraisals are not a once a year exercise
Complete this exercise every quarter if not every month. At times behaviour and attitudes change over a period of time. Too much time gets wasted if this documentation is done at the end of each year.
Too many incidents would have been forgotten. In short, maintaining equality in appraisals is about being consistent, people- focused and objective.
In the end, remember that what people want above all is to be recognised for their good work.Appraisals based on the equality principle will promote a sense of belonging and will help the employee identify himself with the organisation.
DEEPSHIKHA MEHTA
faqs@cnkonline.com
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