The favoritism at work and performance evaluation is not uncommon in any of Industry be a big or small. The favoritism can very well be minimized in the performance evaluation by adopting with setting KPA/KRA objectively and timely at the beginning of year and thereafter review at regular interval but not too frequently. The frequency of review can vary depending on nature if business.
From India, Delhi
1From India, Delhi
Whether , we like it or not, there is a certain amount of favoritism in all organisation, only the degree varies. How many jobs are coming out in open domain, most of the jobs hired internally these days is through networking. Likewise, KRA/KPI, once fixed without monetary value, demeans to the employee's in question, they think personal appraisal is always for monetary incentive. most the Heads/Bosses, assess their subordinates based on the "Hot stove principle,", judge a person on the last incident with them and not assess them consistently on the performance all through the year.
Somewhere each company compromises at some point of time on some issue or other, including, statutory compliance's. Just need to go with the tide.
From India, Visakhapatnam
Somewhere each company compromises at some point of time on some issue or other, including, statutory compliance's. Just need to go with the tide.
From India, Visakhapatnam
Favouritism is a norm everywhere, be it a corporate, a govt unit or a proprietorship.
Everyone wants the goodness and benefits to go to people they prefer and like and that preference and liking influence your performance rating, not the other way.
Admittedly favouritism is a perspective. What one sees as favouring, other could see as fair or justified. It is a subjective judgement and humans seldom are perfect in being objective about it.
If favouritism happens at the top, seldom it is useful to seek or approach HR. Most of the times, HR is the conduit and largely play a role in legitimising these favouritism.
When taking employment, one should accept these as reality. It is better to learn to wade through these and seek ways to be at the receiving end if one desires to have a colourful career, or be steadfast in your conscious to do your due diligence in work assignments and responsibilities and ignore these distractions. Trust in your Karma.
From India, Bangalore
Everyone wants the goodness and benefits to go to people they prefer and like and that preference and liking influence your performance rating, not the other way.
Admittedly favouritism is a perspective. What one sees as favouring, other could see as fair or justified. It is a subjective judgement and humans seldom are perfect in being objective about it.
If favouritism happens at the top, seldom it is useful to seek or approach HR. Most of the times, HR is the conduit and largely play a role in legitimising these favouritism.
When taking employment, one should accept these as reality. It is better to learn to wade through these and seek ways to be at the receiving end if one desires to have a colourful career, or be steadfast in your conscious to do your due diligence in work assignments and responsibilities and ignore these distractions. Trust in your Karma.
From India, Bangalore
Yes
we can understand your concern to maintain good samaritan culture in your company..
1.leave hypothetical idealistic way of thoughts in the field of recruitments and promotions andtransfers..
2.even in govt.and politics favouritism is so common..why not in private companies..they think if is not possible even in private firms...then what for private...
Private generally means personal...
So pls.dont worry the so called directors also knew what is going there....
Reviews and remarks on favouritism are only eye wash feelings.....
If such warnings are not there....the total company can be filled with unwanted unqualified persons.
So pls try to controll bad postings as much as you can ..you can not eliminate totally favouritism in any private company ever...
From India, Nellore
we can understand your concern to maintain good samaritan culture in your company..
1.leave hypothetical idealistic way of thoughts in the field of recruitments and promotions andtransfers..
2.even in govt.and politics favouritism is so common..why not in private companies..they think if is not possible even in private firms...then what for private...
Private generally means personal...
So pls.dont worry the so called directors also knew what is going there....
Reviews and remarks on favouritism are only eye wash feelings.....
If such warnings are not there....the total company can be filled with unwanted unqualified persons.
So pls try to controll bad postings as much as you can ..you can not eliminate totally favouritism in any private company ever...
From India, Nellore
Dear colleague,
It is surprising to read the post written in flippant, casual manner and suggesting to support favoritism in private sector as way of life.In fact, such happenings need to be curbed rather than allow it to continue by accepting as unchangeable.
It is not in good taste and find it difficult to share this view.
Regards,
Vinayak Nagarkar
HR-Consultant
From India, Mumbai
It is surprising to read the post written in flippant, casual manner and suggesting to support favoritism in private sector as way of life.In fact, such happenings need to be curbed rather than allow it to continue by accepting as unchangeable.
It is not in good taste and find it difficult to share this view.
Regards,
Vinayak Nagarkar
HR-Consultant
From India, Mumbai
Dear Akansha,
There are 2 problems i see.
1) Favouritism
2) Buy in of HOD's of the the appraisal system
In the buy in problem,
1) you should have an open ended feedback from the HODs on what they like and don't like about the system. Consider their feedback. Ideally the appraisal system should be co-created with the HODs. This will automatically generate a buy in for this process.
2)The top management has to communicate the criticality of this process to their business.
3)KRA allocation should be also co-created and they should trickle down to the last level. (Eg: Sum total of KRA of sales team should add up to the KRA of the Head of Sales) .
4)The KRAs of the HOD's should also include successfully adhering to the HR processes such as the appraisal process. This should hold equal weightage as compared to his/her other functional KRAs.
This should help you get through seriousness wrt KRA and review mechanisms.
Now regarding favouritism, it’s a tough problem for which there is no easy solution — hence why favoritism is still with us. But there are methods that you, as an HR professional, can use to tackle favoritism.
1) start by ensuring that open and transparent communication policy on equal opportunities and open advertising available roles
2) you could try to quantify the negative impacts of the favoritism in terms of bad hiring decisions, reduction in overall team engagement, and lowered productivity. Move from an emotionally and based argument to an analytical and data-backed argument to highlight the monetary impacts of favoritism to HODs pushing them to adopt a more meritocratic process.
3) 2 HR for 550 employees is not ideal , however, to minimise favoritism in appraisals, one way is to increase the number of people who take the final decision on appraisal. These people should be non-aligned to and from other divisions, they can question the results basis merit and facts rather than on favoritism. There are no single decision makers now.
There are many other methods , however, everything cannot be explained on text. I run a training and counselling company and we consult on employee wellness and organisational process growth. You can get in touch for further help.
Thanks
Best Regards
Riti Sinha
Founder, Pharos Hub(www.pharoshub.in)
From India, Bangalore
There are 2 problems i see.
1) Favouritism
2) Buy in of HOD's of the the appraisal system
In the buy in problem,
1) you should have an open ended feedback from the HODs on what they like and don't like about the system. Consider their feedback. Ideally the appraisal system should be co-created with the HODs. This will automatically generate a buy in for this process.
2)The top management has to communicate the criticality of this process to their business.
3)KRA allocation should be also co-created and they should trickle down to the last level. (Eg: Sum total of KRA of sales team should add up to the KRA of the Head of Sales) .
4)The KRAs of the HOD's should also include successfully adhering to the HR processes such as the appraisal process. This should hold equal weightage as compared to his/her other functional KRAs.
This should help you get through seriousness wrt KRA and review mechanisms.
Now regarding favouritism, it’s a tough problem for which there is no easy solution — hence why favoritism is still with us. But there are methods that you, as an HR professional, can use to tackle favoritism.
1) start by ensuring that open and transparent communication policy on equal opportunities and open advertising available roles
2) you could try to quantify the negative impacts of the favoritism in terms of bad hiring decisions, reduction in overall team engagement, and lowered productivity. Move from an emotionally and based argument to an analytical and data-backed argument to highlight the monetary impacts of favoritism to HODs pushing them to adopt a more meritocratic process.
3) 2 HR for 550 employees is not ideal , however, to minimise favoritism in appraisals, one way is to increase the number of people who take the final decision on appraisal. These people should be non-aligned to and from other divisions, they can question the results basis merit and facts rather than on favoritism. There are no single decision makers now.
There are many other methods , however, everything cannot be explained on text. I run a training and counselling company and we consult on employee wellness and organisational process growth. You can get in touch for further help.
Thanks
Best Regards
Riti Sinha
Founder, Pharos Hub(www.pharoshub.in)
From India, Bangalore
YES I DEFEND MY OPINIOn POSTED SIR.
VERY FIRST THE ASKED HR.FOR ADVISE SEEM TO BE VERY SENSITIVE AND VEXED AND IN FRUSTRATION AS PER HIS WORDS EXPRESSED...SO I TRY TO CONVINCE HIM AND PACIFY HIS DISTRUBED MIND.
GENERALLY A DOCTOR HAS TO TREAT AS PER PATIENT'S PSYCHOLOGY.
LABOUR LAWS AND OTHER RULES AND REGULATIONS BUNDLES ARE THERE.....BUT WHAT is going in the field is practicality i s only HUMAN APPROACH .
SO ACTS AND RULES ARE IN BIGSIZED BOOKS PREPArED BY HUMANS ONLY......BUT THEY COULD NOT SURVIVE WITHOUT APPLYING HUMAN APPROACH ON ANY CONDITIONS OF LIFE.
SO MY SUGGESTIOND ARE ALWAYS SHARP..SOME TIMES AND CONVINCINGSOME TIMES . MY REPLIES ARE ALWAYS LIKE SPEAKING .BUT I FOLLOW AND SUGGEST WHAT IS HAPPENING IN THE WORKING FIELD.
MANY PEOPLE INTELLIGENTIA CAN TELL LABOUR LAWS......BUT FIELD EXPERIENCE AND APPROACH IS ESSENTIAL. SO I BELIEVE IN GENERAL PRACTICE OF HAPPENINGS.
SO MY ANSWERS MAY NOT BE ACCEPTED BY ALL.BUT I WONT BOTHER SIR PLS DONT THINK OTHERWISE SIR.
MAAF KIJIYENA....ELDERS AND DEAR COLLEAGUES.PLS.
From India, Nellore
VERY FIRST THE ASKED HR.FOR ADVISE SEEM TO BE VERY SENSITIVE AND VEXED AND IN FRUSTRATION AS PER HIS WORDS EXPRESSED...SO I TRY TO CONVINCE HIM AND PACIFY HIS DISTRUBED MIND.
GENERALLY A DOCTOR HAS TO TREAT AS PER PATIENT'S PSYCHOLOGY.
LABOUR LAWS AND OTHER RULES AND REGULATIONS BUNDLES ARE THERE.....BUT WHAT is going in the field is practicality i s only HUMAN APPROACH .
SO ACTS AND RULES ARE IN BIGSIZED BOOKS PREPArED BY HUMANS ONLY......BUT THEY COULD NOT SURVIVE WITHOUT APPLYING HUMAN APPROACH ON ANY CONDITIONS OF LIFE.
SO MY SUGGESTIOND ARE ALWAYS SHARP..SOME TIMES AND CONVINCINGSOME TIMES . MY REPLIES ARE ALWAYS LIKE SPEAKING .BUT I FOLLOW AND SUGGEST WHAT IS HAPPENING IN THE WORKING FIELD.
MANY PEOPLE INTELLIGENTIA CAN TELL LABOUR LAWS......BUT FIELD EXPERIENCE AND APPROACH IS ESSENTIAL. SO I BELIEVE IN GENERAL PRACTICE OF HAPPENINGS.
SO MY ANSWERS MAY NOT BE ACCEPTED BY ALL.BUT I WONT BOTHER SIR PLS DONT THINK OTHERWISE SIR.
MAAF KIJIYENA....ELDERS AND DEAR COLLEAGUES.PLS.
From India, Nellore
Dear Seniors,
With ref.to my post dated 30 Jan.2018 on removing culture of favouratism,struggle with KRA would like to share with you that we have taken corrective measures based on inputs provided by you.Clearer sharper & more focused KRA is a good way of doing this & this is what we have also implemented .Quality parameter of all key persons KRA are validated by us.One thing that connect all Directors & HR Team is the passion for taking the company's performance to next level & I am leveraging this opportunity .Our goal is same ,only our way of reaching this goal is different.Would like to share with you that now top mgt.is more open to listen (1-2 exceptions will be always their & I am least bothered about that).Thanks for all your inputs.The cycle time of Appraisal also reduced in this session we brought it down from 150days to 42 days.Glad to share this with you because without your inputs it would have been a big challange for me.
Best Regards'
Aakansha-HRD
From India, Nagpur
With ref.to my post dated 30 Jan.2018 on removing culture of favouratism,struggle with KRA would like to share with you that we have taken corrective measures based on inputs provided by you.Clearer sharper & more focused KRA is a good way of doing this & this is what we have also implemented .Quality parameter of all key persons KRA are validated by us.One thing that connect all Directors & HR Team is the passion for taking the company's performance to next level & I am leveraging this opportunity .Our goal is same ,only our way of reaching this goal is different.Would like to share with you that now top mgt.is more open to listen (1-2 exceptions will be always their & I am least bothered about that).Thanks for all your inputs.The cycle time of Appraisal also reduced in this session we brought it down from 150days to 42 days.Glad to share this with you because without your inputs it would have been a big challange for me.
Best Regards'
Aakansha-HRD
From India, Nagpur
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