The Performance appraisal exercise is an opportunity to
connect, gain trust and build deep relations. Most of the organisations, on the
other hand, treat it as an exercise to
pitch managers against subordinates, reinforce the concept of who is the boss
and erode trust.
We need to reverse the order in organisations.
How do we build trust through performance management? We can
start by telling the truth, being transparent and having straightforward
conversations, educating everyone in the company on the bell curve and having
courage to answer tough questions on the same.
We can start the change by applying the 4 steps outlined
below:
·
Share the logic of measurement
·
Train managers on handling performance
conversations (and not on sharing ratings)
·
Provide guiding tools (on uncomfortable
questions and situations)
·
Share escalation mechanisms (and keeping open
mind)
Share the logic of
measurement:
It always helps to define what achievement percentage of an
employee will lead to what kind of rating and how will a forced rating
mechanism be used. Share the logic with every employee transparently. All the
measurement mechanisms are relative and imperfect, making them transparent is
the key.
Train managers on
handling performance conversations:
Most of the organisations train managers on various
processes, SOPs and forms of the PMS process. Very few focus on the
conversations. Managers should know the ‘why’ and ‘how’ of the process and be
trained on having this conversation with employees. Role plays and practice
situations always help. Managers should prepare by participating in role plays
for handling tough conversations, and then they would be much better prepared
to handle the actual conversation and many time be delighted by the fact that
it was easy.
Provide Guiding Tools:
Make HR accountable for providing all the tools needed for
such a conversation, including a ‘how to’ guide on the typical situation a
manager might encounter. Research shows
that there are typically 6 kind of situations which a manager encounters and these
are easily manageable. Policy documents and FAQs should be readily available
and managers trained on these. Preparing and sharing videos of the typical 6
situations can greatly enhance managerial skills.
Share Escalation Mechanisms:
Free yourself from the fear that most of the employees will
use escalation. You will be pleasantly surprised on how infrequently this is used
(not more than 3%). After few years this will be abandoned by the employees
since the conversations will become meaningful and empowering.
Happy Appraising!!
