Performance appraisal is a critical issue for any organisation.

While appraisals are a necessary part of the system, the sad truth remains that it is a
process that more than often leaves both sides unhappy. The mismatch between
expectations and delivery, combined with the formality of the process leads to
dissatisfaction for the appraiser and the appraisee. There are even a few who question
the effectiveness of a formal appraisal system, considering the many complications that
arise. Constant feedback to the employee about his performance and expectations is
more effective in meeting organisational and individual goals, instead of a day or two in
a year to apprise him of the expectations.
Few organisations are able to understand the flaws in the appraisal system and do
something to rectify the problems. It is a known fact that few line managers are not
really good appraisers, they need training in how to do the job well and handle the
situation with sensitivity. It is this lack of understanding which sometimes leads to bad
blood during the appraisal process. There should be no nasty surprises for the employee.

The problem stems from mis-match of expectations, from both sides. “It is all about
expectation setting and continuous communication. If the manager and the employee
are continuously monitoring the progress, a performance appraisal discussion should
not be a surprise to either party.” He believes that it only becomes a more formal way to
document these conversations and if these interactions are not happening, then there is
a surprise element which many times lead to unhappiness on both sides. Furthermore,
many times it ends up becoming a defensive conversation—a manager defending their
appraisal, and the employee defending their contributions and so the positive elements
are never discussed and over-looked.
This constant communication is to a large extent depended on individual personalities
in how openly and honestly they are providing feedback and how an individual is
accepting and listening to the feedback. Consequently, if both parties are not coming to
an appraisal with a positive attitude and willing to listen to each other, there will be
unhappiness. Focussing on the achievements and concentrating on the positive
elements is very important. Objective assessment needs to happen with real examples to
avoid emotionalising of this discussion. Ongoing feedback is essential to help monitor
progress on goals and to reinforce or adjust them as realities change,”
There are many reasons why managing people performance and measuring productivity
is a complex process.
The question is: if an ongoing dialogue with an employee is more effective in improving
his performance than a six-monthly or yearly appraisal? “. one of the weaknesses of any
appraisal system is the lack of frequency with which progress and success are measured
and tracked. you ou are most likely to accomplish the goals you set if you review them at
regular and frequent intervals as a part of your normal planning process. The discipline
of the daily review is a powerful goal accomplishment tool and if you do it daily, it will
take just a few minutes and will have much more positive results.
It is debatable if a formal appraisal process is really needed, or is it better to do away
with the system. This apart, a formal appraisal system allows an organisation to clearly
define expectations that it has from an employee and helps analyse an individual against
those expectations. In fact, it still is one of the most-used methods to appraise an
employee on the basis of the objectives laid down by the employer.
The ongoing dialogue ensures that any issue, concern or problem is dealt with at the
right time with the right approach instead of waiting for the dissatisfaction and distress
levels reaching greater heights. However, a six-monthly or annual appraisal is a formal
process of recognising employee efforts and contribution to the organisation. It is a
combination of a regular dialogue and formal appraisals which we feel work the best and
help in maximising an employee’s potential to his best.
…………………………………………………………………
((Appraisals: best practices
Individuals involved in this activity are required to move from a ‘defensive-reactive’
position to a ‘problem-solving’ orientation
With a performance enhancement momentum setting in, the review, feedback,
diagnosis, constructive feedback, development planning, ideally should be undertaken
during the appraisals
A reinforcement of desired behaviours and plan to correct unwanted behaviours is
essential
At the end of the day the best practice is also about making a system purposeful,
complimentary and mutually supportive while ensuring that the individual’s self esteem
is preserved
As it is process that requires a great deal of emotional intelligence, all managers must
undergo a ‘sensitisation session’ which includes role play and a special film on the dos
and don’ts before they start the appraisal activity ))
(Source: Rapidigm)