Performance Rating of Employees

It is never an easy job, when one human being sits in judgement over the “ performance “ of another

And it is outright difficult when a BOSS is the judge and an EMPLOYEE is the performer

In today’s ( 28 Feb 2020) Economic Times, I came across (ET GRAPHICS), following paras :

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FOR COMPANIES WHICH DON’T USE THE BELL CURVE

Continuous feedback , and managers supporting employees in areas of STRENGTHS and improvements are some options. 

But Aon research shows that many firms that have publicly done away with the BELL CURVE, still follow shadow ratings internally to manage performance management

85 % companies trust the BELL CURVE to appraise employees

The curve is getting sharper – difference between top performers and the rest , increasing

But there is still reluctance to put a lot of people in the bottom pile

Difference between those graded “ Meets Expectations ( ME ) “ and top performers, increasing

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Aon’s web site writes :

Do you think your existing performance management practices are delivering the intended results? 

Performance management continues to be a hot topic of discussion among HR fraternity and has started to attract attention of the C-suite.

Aon’s 2016 Workforce Mindset^TM Study suggests that only 46% of employees think that the way companies assess their performance is effective.

At the same time, organizations are also re-evaluating the efficacy of their performance systems (ratings, bell curve, review frequency etc).

Has it become just a ‘check-box’ process or a critical enabler to drive high performance and employee productivity?

The tension between the traditional and newer approaches stems from a long-running dispute about managing people and enabling people. This calls for a systematic and comprehensive understanding of the current performance ecosystem in India Inc.

Aon invites you to participate in Performance Pulse of India Inc – Aon Hewitt Study on Evolving State of Performance Management. 

The study would uncover current prevalent practices of performance management and help in generating future-oriented insights for India Inc.

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Way back on 17 July 1970 , I constructed following matrix – then invited my colleagues in L&T to fill it up , in order to figure out the relative DESIRABILITIES of various combinations of :

Ø  Employee being rated ( for his performance )

Ø  Design of the Performance Evaluation ( PE ) System itself

Ø  Quality of the feedback given to the employee being rated

Sources :

THE THIN LINE - VIEW POINT  /  THE THIN LINE  /  THE THIN LINE - SAMPLE OBJECTIVES 

   

Combination	Desirable from Org.View-point	Un-Desirable from Org. View point	Desirable from Employee View point	Un-Desirable from Employee View point	Overall Index
Good man / Good PE system / Good feedback
Good man / Good PE system / Poor Feedback
Good man / Poor PE system / Poor Feedback
Good man / Poor PE system / Good Feedback
Poor man / Poor PE system / Poor Feedback
Poor man / Poor PE system / Good Feedback
Poor man / Good PE system / Poor Feedback
Poor man / Good PE system / Good feedback

And I wrote during Annual Performance Appraisal 
L&T Powai / March 1971

===========

Forgive me

O Friend ;

You my friend who has 
a thousand faces ,
forgive me
for this impudence ;

to sit upon thy judgement ,
and once again 
this cold winter night ,
lift the pen
and pause  --

to think about
you,

and your " Strengths "
     ( how I wish I knew ! )

and your " Weaknesses "
     ( there is none without one ! )

Last , but not the least,
your " Potential " --

My impertinence
pardon 
dear friend  ;

My claim to omniscience
is hollow ;

But then
I wear a crown of thorns
and walk a razor's edge

I am duty-bound

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28  Feb  2020

hcp@RecuitGuru.com