Why rate the workers if you can’t give a raise?

ELBONOMICS: Seek better work performance and become a better person in the process.

I’m the HR manager of one mediumsize corporation. We have our annual performance review of workers. But we don’t give any merit increase except for those who received an above-average rating. If you’re an average performer, there’s very little chance that you will get a pay raise. The trouble is that some people are raising hell about it. What’s your view on this? (itals end) – Trouble Shooter.

If the rules are clear, and the practice is long-recognized before, then there’s no need for you to panic. If there’s a perceived weakness in the system, then correct it and make it work today and in the years to come. Otherwise, stand on your firm ground.

One immediate solution that you can do is to reissue or restate your management policy for the information of everyone. This will surely douse a fire. It may be too easy or too difficult, depending on how your line managers have become objective in giving performance reviews, which is the usual culprit in our jurisdiction, given the paternalistic style of some managers.

Perhaps, some supervisors and managers may not have received proper orientation on how to give performance reviews. In any case, this should first be reexamined as one or two key operating point that may have been missed.

Of course, we’re guessing here. That’s why you have to determine why “some people are raising hell about it.” The reasons can be endless. Therefore, play the rules like a new parish priest on the block. Talk about heaven in 15 minutes or less. Go direct to the point and save time as well.

In your case, talk about the objective of performance appraisal and why bosses and their workers should follow the rules. Do it simply and send the word fast in print and digital format so that all people may be properly oriented.

A performance appraisal system has many objectives to cover. And that includes the basis for giving merit increases to those who deserve it. In your case, pay raise is given only to those who has achieved an above- average performance. If this has worked for you, then there’s no need to change it. It’s your call just the same. And no one can force you to improve it unless a law comes into play.

Since there’s not much we can talk about here, instead I’m offering you six possible ways on how to handle the appraisal interview, at least in general terms:

First, conduct the appraisal interview in private. It’s better if you meet in a board room and not in your private room where phone calls may interrupt your discussion.

Second, prepare the worker and yourself to come to the meeting. Compare notes. Allow the worker to fill up a certain standard form that both of you can use to recollect things about one’s performance.

Third, compare actual accomplishments with the mutuallyagreed target. Be specific about the accomplishment and the target. General or vague statements can make everyone’s life difficult.

Fourth, give credit when it is due. It’s an old refrain. But there’s no harm in repeating this to ourselves. When one is busy, it’s always a temptation to take things for granted.

Fifth, offer help to the employee who’s having trouble with his performance. Agree on the things that have not yet been accomplished. Focus on where improvement is needed.

Last, agree on the next target ahead. Do this with the help of all concerned employees. Use only facts and figures as a basis for measuring performance and target.

In every step of the way, allow people to save face. If possible, allow them to offer solutions on how to come out with a higher performance appraisal rating next time. This is co-ownership. Whatever name you call it, give employees the chance to be frank about the challenges or limitations in their jobs.

As head of HR, you must have the confidence to do your job, and the performance appraisal system is only one of these issues. So don’t be anxious to think of so many reasons why employees are wrong. Regardless of what kind of remark people say, you have to stand on a firm ground, which in this case is an appropriate, clearly worded policy.