Appraisals

On 8^th of this month I had to conduct a training programme for a small organization of less than 100 people. Appraisals are difficult to conduct, by are necessary for the organisation. This is when you sit in judgment on people you have to deal on day-to-day basis. This is when you, as a manager have to perform this arduous task. You naturally become extra careful. You don’t want to annoy a person who is an integral member of your small team. 

The biggest problem is whatever you do on that day of judgment sits as a permanent mark in the file of the person appraised.

In 50s & 60s there used to be large families in our country. It was not uncommon to find 6 and 7 and 8 children in a house. Parents were expected to treat them alike but could they ever do. Here, children were also expected to contribute to the growth and development of the family. But were they treated alike?  Same love and affection of father and of mother? Not really! Some would become favorite of their mother, others of their father. Often the father would hardly have the time to make any favorites. 

In an organization, too, personal bias is bound to creep in. An Appraisal is expected to bring in differentiation. But in order that the objective of the appraisal is achieved, the Manager needs to rise above the personal likes and dislikes. The more arduous problem is the hesitation of the Manager. Hesitation to articulate what he/she objectively considers the correct comments on the person being appraised.