Five ways to prepare for an appraisal conversation
Appraisal
conversations, besides being the most anticipated, can leave one tongue-tied.
But some amount of preparation and research can assuage employee anxiety,
says ET.
1. Gather
Data
One of
the problems with Indian appraisees is the sheer absence of data collection
before appraisals, says P Thiruvengadam, senior director, human capital at
Deloitte. "Professionals must take stock of KRAs or other
essential performance records before heading to an appraisal chat. This can
help remove biases," he says.
2.
Understand your Manager
Understand and make an attempt to anticipate the manager's
questions, expectations and requirements. "Talking to fellow employees or
people who might have been appraised by the manager before the discussions can
give an idea of the manager's mind map and conversation style and what he or
she seeks from juniors," says Thiruvengadam. If one has been appraised by
the manager before, one can refer to notes of one's experience from the
previous year.
3.
Maintain Regular Contact
Show
employees the 'big picture' of the organisation. Share the good news as well as
the bad. "Create visibility, use plain speak, talk about the challenges
and explain what you are still trying to figure out in anopen and
transparent manner," adds Madappa.
4.
Highlight Work
Since the manager's performance and KRAs are closely linked to the
employee's, Thiruvengadam says one of the most powerful tools to engage the
managers is to have a conversation on work matters or projects that would have
impacted the team's or manager's individual performance in a positive way.
"Subtly highlighting such aspects can help one gain a positive impression
for the work done for the team," he says.
5.
Emphasise Skills
The emphasis on behavioural skills will gain greater significance
in the future, says Tarun Katyal, chief human resources officer at MTS India.
"Many global reports are suggesting how performance targets are going to
be enhanced and many of these professionals may end up landing far more complex
roles and assignments," he says. It is important to emphasise how one gets
the work done. This could about networking or getting the team together — there
is a greater emphasis on how targets were achieved, he adds.
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