How To and How Not To An appraisal anecdote!

A FURIOUS Samyukta stormed out of her appraiser's room with steam hissing out of her ears. She'd beavered away for the last eleven months sacrificing her social life to make certain the company met and exceeded its targets. Everything she had thought was expected of her she had done and more; the result had been a rating from her boss that indicated that she was ``acceptable''.

Her boss in his turn thought he had done nothing unusual since everybody was expected to do what Samyukta had. It was in fact 'acceptable', indeed necessary to do what people had been employed for! Except for those who made grave mistakes, in which case they got ``unacceptable'' ratings, everybody got ``acceptable''. To her boss, performance reviews were just another paperwork exercise he had to get through every eleven months - something that took time from him that he felt could be far better and more productively utilised doing what he had been employed for in the first place!

Meanwhile, Samyukta thinks her accomplishments are ignored and that she's been unfairly penalised for no reason at all. Now, instead of buckling down and getting on with her job, she begins to surf the net scattering her curriculum vitae like confetti all over every job-site she can get onto. She begins to scan the papers to check out the opportunities and feels as low as a worm.

Samyukta's boss never realised how she felt (Samyukta has the inscrutable look down pat) and didn't bother to ask her about whether she had anything to say, and knowing Samyukta's penchant for rigid stolidity, she probably would never have voiced her anger and dissatisfaction and annoyance.

If her boss is dismayed with the dip in Samyukta's joie d'vivre and output - particularly on the job she's expected to be doing at the moment - he's sure to forget all about it till appraisal time rolls around again next year..... If, that is, Samyukta is still around!

How could Samyukta's boss do a better job?

- He could ensure that everyone's work expectations are clearly defined and understood.

- Lay down a system and procedure with the employee's concurrence, setting out the criteria for the ratings.

- Request employee involvement before the actual day of appraisal. Get them to begin a self-evaluatory introspection so that they can bring their achievements and failures to the table in a spirit of proactive honesty.

- Insist that appraisees keep records of any extraordinary work completed, positive feedback received from customers, superiors or fellow- workers.

- Try not to colour his views with any, especially regrettable lapse of performance that may have occurred during the period. While this should form part of the criteria, it should not override the positive contribution the employee has made.

- Post-appraisal, provide apraisees an opportunity to consider what has been before finalisation and obtain the concurrence of everybody involved.

ABHIMANYU ACHARYA

abhimanyu@india.com