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Employee Performance Reviews : Dealing with Disagreements
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Performance reviews is a great tool in the hands of the management in identifying the movers and shakers of the organisation and the areas of improvement which must be supported by the basic training system. It gives an insight to where the company stands in its path to the attainment of its objectives. Most companies set the criteria for the evaluation of the employee performance to have a uniform system within the entity. In spite of setting the standards, not all employees will be in favour of their reviews given by the supervisor.

Disagreements between the supervisor and the subordinate on the matters related to the performance must be dealt with great care. This is mainly on account of the inability of the subordinate to accept the poor performance revealed by the manager. The best way of removing the disparity is to give the feedback at the time when the actual situation occurs. The manger’s effort to pin point the mistakes at the time of their occurrence and his suggestions for improvement can remove the unnecessary obstacles at the time of the performance appraisals. The manager has to keep track of the employee movements and record every vital move by adequate evidence to wipe out unnecessary disparity between them.

Many managers fail to support their judgements with substantial evidence. Collection of the data just before the submission of the performance appraisals may not contain the required supportive information. The pressure caused by other deadlines can have an adverse hit on the performance reviews leading to the disagreement from the subordinate. Keeping track of the actual performance on a real time basis and providing the support and guidance to overcome them on a regular basis can help the subordinate to appreciate the role played by his supervisor in his performance betterment and accept the supervisor’s comments with trust. A manager who fails to give the guidance but is prompt in pointing out the mistakes during the appraisal is creating a chance for unnecessary disputes.

Both the parties involved should not give room for emotions in the performance reviews. The supervisor has to make the discussion a two-way open communication where both the parties involved are given the chance to express their view points. He should ensure that the topics discussed are relevant to the current situation and should not make past post mortems which might trigger uncalled situations.

Every performance appraisal must be supported by a follow up action which helps the employee to overcome the negative feedbacks by reinforcing on his strengths. A combined effort to help the employee overcome the negative feedbacks reflects the support of the supervisor in his personal development. The plans must be well documented and must be supported by the follow-up actions which help the employee to move through the expected path of performance. The root cause for performance failure must be evaluated to overcome them. This should be a two-sided effort that needs equal participation from the parties involved.

All actions of the supervisor must be well documented and he should take up his role as a guide, mentor, leader and a coach to his subordinates sincerely. Performance reviews are not to be conducted at just the stipulated time defined by the company but on a real time basis to make it successful and effective.

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