Happy being appraised once a year?
More than one review a year, it is felt, could help employees work on and improve their performance
It’s appraisal time once again and thousands of employees across the corporate workspace are earnestly filling out their appraisal forms, hoping for a substantial salary hike. You too have put your best foot forward, worked hard for months, except perhaps for that goof-up a month ago and that all-important presentation you submitted a day late.
Unfortunately, your boss only seems to remember those two incidents and there are chances he may end up rating you on that. All your hard work gone down the drain!
How you wish appraisals were more frequent and not simply an annual affair.
There’s hope though. Many companies have woken up to what Dick Grote, author of How to be Good at Performance Appraisals calls the “recency effect.” Some conduct appraisals not once but several times in a year with the aim of staying connected with their employees. Their philosophy is that frequent assessments lead to direct and immediate feedback that enable employees to improve and perform.
“Several progressive companies are working towards employee growth and development, investing and engaging in them throughout the year rather than having their employees get caught with how much increment they will get,” says Kamal Karanth, managing director, Kelly Services India.
Some of the companies that have taken the leap of faith include Belkin and others are considering following suit. According to Mohit Anand,md, Belkin India subcontinent, the company strongly believes that employees are the key drivers of success and keeping their interests in mind while devising strategies and plans is vital, it is essential to understand the organisational and personal interests of employees before creating appraisal systems.
Track your work
Belkin has a very robust and struc- tured appraisal tool called Success Factors which requires employees to enter their KPIS – which are factored and monitored during the mid-year and annual performance review. In the mid-year review employees are given an opportunity to track their KPIS and match their performance with Belkin’s global values which are; pursue the ideal, recharge, succeed as a team, maintain an edge and be positively active. The one-to-one meeting between employee and the manager during the mid-year reviews allow employees to understand their strengths and weaknesses, giving them an opportunity to improve before the annual appraisals.
Adobe is working on a blueprint of its new appraisal policy, the focus of which will be to foster regular interaction between managers and their teams instead of focusing on a single annual review process. The blueprint is still in the review stage.
Some companies have put in place a 360 degree process of evaluation wherein the supervisor, the client, the peers and subordinates get to give their opinion about the person concerned. “What this essentially does is take away the bias the manager may have for an employee,” says Karanth.
There are also companies that have introduced appraisal systems especially to engage their younger workforce.
These include Fiserv, which has the my career, my responsibility programme. Employees get to access their competencies required for the role at hand and work towards achieving them. Persistent Systems has an ‘emee’ programme that includes elements of social networking and virtual communication.