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Post Appraisal Employee Feedback

47% organisations state keeping dissatisfied employees motivated is the biggest challenge post appraisals – TJinsite




Gaining post appraisal feedback is critical to the success of the appraisal process. The feedback process provides employees a platform to voice opinion about appraisal process. An effective appraisal strategy is a cyclic process of – planning, ongoing feedback and reviewing. Hence, a post appraisal feedback process needs to be meticulous and result oriented in order to enhance performance and refine future appraisal policies for the organisation.

Employee performance management processes are being improved on every day. While performance management as an HR subject, has been widely discussed and written about, the post appraisal part of it remains largely unexplored – very few attempts have been made to gauge the success or failure of the actual appraisal process. TJinsite conducted a survey to explore this area and to gain an insight into the criticality of post appraisal feedback process.

According to the TJinsite survey 68% of the organisations stated that gaining post appraisal feedback is very important. In fact, nearly 85% of the organisations surveyed claimed to conduct post appraisal feedbacks.

Subrat Chakravarty, VP & Head HR – Business Services Division, HCL Technologies Ltd told TJinsite, “At HCL we promote the culture of open dialogue at various levels. Employees through structured channels of communication can raise their concerns, if any and these are tracked and facilitated by various stakeholders at various levels.”

The post appraisal feedback process is indeed useful in managing employees effectively and it also ensures that they meet their future performance goals. The feedback helps the organisation to understand employee concerns. A systematic approach to the post appraisal feedback process assists HR managers in identifying some common problem areas and the probable solutions to these.

An effective appraisal strategy is a cyclic process of – planning, ongoing feedback and reviewing.

Hence, a post appraisal feedback process need to be meticulous and result oriented in order to help refine the future appraisal policies of the organisation. Added Chakravarty, “Performance management cannot be a year end process. It can be a rollup of such measurement, dialogues, feedback and improvements over defined periodicity at various levels. That is the only way to realise the true potential of an appraisal process.”

Gathering feedback is a different thing but acting upon it is another, and herein lays the real essence of feedback process. Appropriate actions taken within a specified time-frame helps endorse the entire post appraisal feedback process. Further, it helps prevent possible attrition, which tends to increase by 10-20% after appraisals, feels 40% of the surveyed organisations.

The feedback process provides employees a platform to voice opinion about appraisal process. Most of the surveyed organisations prefer using one-on-one discussions to garner post appraisal feedback.

The organisations alleged that the biggest advantage of the process lies in the strengthening of employee confidence in the appraisal process and in the organisation itself. “There will always be a chance of expectation mismatch and surge of emotions. Therefore, a direct dialogue with the supervisor and a culture of open dialogue with HR and next line supervisor is key. At the same time one key learning has been to keep the communication channels open all through the PMS process and follow a no surprise policy”, sums up Chakravarty.

Also in the issue –

  • Why you can’t ignore the ‘Employer Brand’? Our Guest Columnist of the Month, Prashant Bhatnagar Director Hiring, Sapient Nitro answers
  • Creating opportunities for ex-servicemen – Army Welfare Placement Organisation’s Managing Director – Brig. R K Sharma shares the journey of the organisation
  • Download the April 2012 issue of TJinsite newsletter here http://research.timesjobs.com/docs/TJ%20Newsletter%20Apr%20Issue%202012.pdf

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