Happy be­ing ap­praised once a year?

More than one re­view a year, it is felt, could help em­ploy­ees work on and im­prove their per­for­mance

Hindustan Times (Chandigarh) - Guide - - INSIGHT - Van­dana Ram­nani van­dana. ram­nani@ hin­dus­tan­times. com

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.

Reg­u­lar in­ter­ac­tions

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.

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