Learn the tricks of scoring in Performance Appraisal

Today’s work life is like playing one day international, 20-20, and a test match cricket at the same time. There are times when running is seen as slow and galloping is considered ideal. Other times demand running at a sustained speed for a longer duration stretching the individual to his fullest and occasions also arise when not losing is winning. Typically all ingredients of the three varieties of cricket are covered. Thus one has to be aware of rules of the game, fair play and the goal at a given point of time. Also as in cricket one has to inculcate certain behavioral and attitudinal changes.

You are called the reviewed and some of the actual/real life situations for you are discussed and quoted. 

·      As in a pin ball game the reviewed should know the shots that would fetch the high, medium and low marks.

·      The reviewed has to accept certain facts of life with regard to his current Reviewing Authority and adapt himself accordingly.

·      It is the man to whom you now report is the boss and not anyone else. 

   

·      ‘You can ask Prem Bhatia, ask Harigopi, and ask anybody in Bangalore. They will vouch for my work’- is a common refrain we hear from many reviewees.  But one has to understand that currently the Reviewing Authority is not they but someone else.

·      As you plan your performance, understand the scoring points. The work that is dearer and is part of the road to reach the goal of the organization, and what actions of yours strengthen it and what weakens it. Key performance areas in technical parlance (KPA).

·      Also learn to appreciate must do things and must avoid things. Do them and avoid them accordingly.

·      With change of boss, work style and environment changes. Learn to adapt to changes retaining however your individuality.

·      When you go on transfer or to a new company everyone in the new place may not know your background, abilities, past performance and reputation. You may have to build them afresh, at each place.

·      Avoid comparing bosses.

·      Periodically discuss the performance with your boss, to overcome constraints if any. Avoid complaining, accusing tones but be suggestive.

·      If you get a boss with extreme behaviour and attitude follow ‘grin and bear’ policy.

·      When the organization wants, participate actively in any exercise that seeks to improve the performance appraisal system.

·      Self-appraisal is a golden opportunity. If the organization has a system for it, grab it and state honestly what you have done and where you failed. Focus on work done and not people.

·      Some organizations also offer 360-degree appraisal offering an opportunity to the reviewee to comment on the boss or the organization. On such occasions learn to be fair and honest without giving room for emotions.

·      Another aspect of working life is, success at one level is no guarantee for success at a higher level where potential required is very different. Players very successful at 20-20 in cricket may fail miserably at test match level for the reason “lack of test temperament”. Similarly in office life, temperament required at higher levels are different and one should have a clear assessment of ones own ability before aspiring for higher positions.

In the ultimate analysis in a service span of thirty years one may come across different kinds of higher authorities from a hard task master to easy going carefree bosses. Their level of assessment also may vary from very conservative to very liberal. Irrespective of the ratings received one must be focused with the work to derive enjoyment out of one’s own achievements if not from the ratings.

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