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.
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 MindsetTM 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.
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.
=======================================================
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
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Combination
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Desirable from Org.View-point
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Un-Desirable from
Org.
View point
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Desirable from Employee View point
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Un-Desirable from Employee View point
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Overall
Index
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Good
man / Good PE system / Good feedback
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Good
man / Good PE system / Poor Feedback
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Good
man / Poor PE system / Poor Feedback
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Good
man / Poor PE system / Good Feedback
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Poor
man / Poor PE system / Poor Feedback
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Poor
man / Poor PE system / Good Feedback
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Poor
man / Good PE system / Poor Feedback
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Poor
man / Good PE system / Good feedback
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And I wrote during
Annual Performance Appraisal
L&T Powai / March 1971
===========
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
===========================
28 Feb 2020