Rolling out "Performance Appraisals" - An artificial feel that flashes only INCREMENTS

Usual phenomenon noticed across organizations whether its a small, medium or large that the employees get a feel of reflection in minds INCREMENTS get rewarded soon they hear about 'Performance Appraisals'.

The fact is that the Appraisals are to be conceived as "Performance Reviews" to track, monitor and ascertain the right as well as appropriate execution of what objectives (Goals) that have been set, any incompatibility, change in Role in the same location, or on a transfer to different location, client deployment and so on.

It can further be broadly conceptualized as the fulfillment/non-fulfillment of alignment between the Appraisee-Employee Vs. the subsequent revision in objectives by the consequent changes carried out in the context of the above narrated scenarios, in addition to the "Change in Reporting Lines-new Appraiser-Supervisor".

Also, the performance reviews facilitate, assessment about the extent of completion, adherence to timelines, measurement criteria and to identify the gaps or delivery deviations.

Periodic, such performance reviews, if done either monthly, if feasible, or quarterly preferably will facilitate a constructive 'Feedback Sharing' to the Appraisees of good or bad, both appreciation as well as deficiency, lapses goof-ups and so on. In addition, the IS-Immediate Supervisor and the NS-Next Supervisor can have an occasion to encourage the Appraisee-Employee through qualitative inputs as well as timely needed IDP (Individual Development Plan) too.

Most importantly, its vital to get notified to all stakeholders in the productivity and service deliverables that the feedback straight away done only at the annual Appraisals won't really level the gaps or deficiencies since the deficit/damage already occurs by then.

The absolute purpose of time-to-time feedback delivery, counselling, coaching- mentoring that adds due-correctional areas set, improvement initiated and the warranted directional instructions are prescribed.

'Performance Reviews' need not be Mid-Term that waits till half-yearly usually in many organizations, where the Appraisees-and-the Appraisers do have less time to execute a structured, result-oriented review.

Coming to the title of this article, as desired by the author to elucidate, a thorough and adequate awareness will have to be injected into the minds of the employees at every cross-section that the prime purpose of 'Performance Appraisals' is aimed at many worthy objectives beyond merely taking inputs for determining the increments and positional elevations, alone.