Rating Less Appraisals

RATING LESS APPRAISAL

INTRODUCTION • In this qualitative assessment, more attention should be paid to everything that is written in the appraisal by the appraisers for any other decisions • While assessing the performance of an individual through ratings, we reduce the person and his entire year’s work into a few numbers.

• Reducing the human being to a mere statistic and using these statistics to take decisions is considered anti with the HRD philosophy. But if these numbers are not there, reward administration becomes difficult, perceptions of subjectivity increases and appraisals may not be valued much by employees.

RATING LESS APPRAISAL CYCLE Phase I : Planning

A motivated engaged and high performing workforce that Supports the organization’s Phase III : Assessment Work.

Phase II : Check-in

PHASE 1: PLANNING Months 1-2 Managers and employees meet to: 1. Review expected outcomes. 2. Set performance objectives. 3. Set development goals. 4. Establish resources needed to meet objectives and goals. 5. Identify supports and barriers in achieving goals.

PHASE 2 : CHECK-IN Months 3-9 Managers and employees meet to: 1. Discuss results to date. 2. Review and refine the objectives. 3. Remove barriers to goal achievement Months 10-11 Managers and employees separately prepare for assessment discussions.

PHASE 3 : ASSESSMENT Months 11-12 Managers and employees meet to: 1. Discuss past year’s performance 2. Set groundwork for next year’s cycle - Identify potential objectives - Suggest development opportunities

CONDITIONS FOR MAKING APPRAISAL RATINGLESS • Performance rewarding is not by central team but is decentralized. • Focus is on team appraisals • Individuals work with commitment and devotion irrespective of rewards. • Everyone gets same rewards. • Performance appraisals are not the only means of recognizing employee contributions

Cont. • When the organization is in the process of becoming hierarchy – less organization • In this case qualitative assessments may come into play.

Characteristics of rating less performance appraisal • No rating and no forced distribution • Periodic (quarterly) reviews and feedback from the supervisors • Input from diverse sources (360 degree feedback) • An evaluation process to ensure that the system is working as intended (managers are given meaningful feedback and annual performance reviews), evaluation methods include employee opinion surveys, work group discussions of the process and reviews of appraisal content.

Goals for performance review process • Facilitate performance feedback (reduce defensiveness often tied to assigning numerical values to performance dimensions) • Increase constructive discussion during performance feedback. • Encourage employee development (link the appraisal to training needed to improve on the current job and development for future needs of the department and institution and the subordinate’s career objectives) • Improve quality of performance evaluations and feedback. • Ensure fairness (avoid unfair discrimination and recognize value of diversity).

Cont… • Recognize individual accomplishments and contributions to group efforts. • Establish a clear and direct link to compensation treatment and other personnel decisions (eg. Promotion, transfer, managing marginal performers, restructuring).

ADVANTAGES • It encourages supervisors to provide more constructive feedback in a non-threatening way. • Employees feel threatened by the rating systems but rating less appraisals provide the opportunity to employees to improve their work and behavior without facing any pressure.

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