That was first Monday of May. I just finalized the list of officers and engineers who were selected for 2-year Executive Management Development Programme (EMDP) which was suppose to commence from Jun end. EMDP was sponsored by the company and was affiliated with renowned management institute.
Let me tell about the course.
Criteria for selection were as under:
1) Employee must complete minimum five years with the company.
2) He should be rated minimum “Meets Expectations (ME)” during last three years Performance Appraisal.
3) He should complete other training programmes related to the managerial and executive effectiveness. (These programmes are residential programmes from 3-8 days)
Methodology for selection was as under
a) Every year the list of the officers who fulfils above criteria is declared,
b) Management Institutes carries Entrance Test (Written, GD, Presentations and Interview)
c) The participants are assessed thoroughly.
d) Final list of successful employees is declared for the course
Employees who are selected for the course have to sign three years Bond with the company. During the course every participant has to give the presentation on the progress and he has to take one developmental project in a month. This course has to be done after officer hours. Management Institute has designed the programme, which suits the requirement of the company and its business.
30 Employees were selected for the course and I sent the list to my VP for his final approval.
I relaxed as I completed one task. The whole process was smooth. VP called me on phone and told that the list is fine with him. I just made a circular with details plan for communication. I save the file and was suppose to fire the print.
I saw Mr. Pradeep Jani coming towards me. Pradeep is a Sr. Manager and a very good Automobile Engineer who was handling the team of 10 engineers and around 150 blue-collar workmen on assembly line. He was known for his short temperament and for his reactive personality among all the employees.
“Come on Pradeep. How are you?” I asked
“You people are not making me fine” he responded
“What’s happened yaar, we are here for you, tell me what’s happened?
“Tell me what the criteria for the selection for EMDP?” he asked. I explained him whole process.
“If your process is so through why I was not called for the entrance test? I am an old employee, competed almost 11 years in the company, I am good engineer. My performance is good. Then why I was not called. Raman who is junior to me, new in the company got the opportunity?” He blasted on me.
“Cool down Pradeep. Let me check the case, will you take a coffee?” I got two cups from vending machine.
Pradeep was furious on me and was holding me responsible for not calling him for appearing for the test.
I check the personal history of Pradeep and told “Pradeep, I am sorry, but you are not consistent during last three appraisals”
“How? How you can say this?
I explained him about that data which was available on HRIS. Data shows that Pradeep was rated ME two times and one time RME, i.e. “Reasonably meets expectations”. It means he meets expectations, but need more consistent in his work. He agreed with the data available.
“Oh, Vinod, I was not knowing this fact that my rating will be linked everywhere. Otherwise I had not agreed with…..” He left the sentence in between.
“Yaa, tell me” I asked him
He was reluctant to tell. I decided to go in detail.
“When last time, our Performance Appraisal was done, I had a long discussion with Mr. Ramchandran (Pradeep’s immediate boss). He was fully agreed with the achievements I had done. However he told me that he had to rate the employees in different tiers (i.e. Performance classification). I was rated “ME’’ for last two years. He told that there would no effect on payouts (i.e. Performance Bonus) though the overall rating is “RME” This year he will rate me “RME” because he had decided to rate other and everybody should get the opportunity.”
Every department head has to follow the performance bell and during every appraisal, the employees would be classified in different tiers. The department head decided to classify the employees not on Performance but just on quota system. The purpose of the performance appraisal and classification is not at all achieved.
This may happened in most of the organizations. The line managers are responsible to break the system. Managers are for planning, organizing, assessing, for everything. It is a democratic way to rate the people in different performance tiers.
But then if something goes wrong the employees and even his line managers will first blame HR. I don’t know when the line managers will be responsible and accountable for the performance of their team?
(This story is reproduced. I had already published this story 2-1/2 years back on different forums.)