Just like any past year-ends, 2010 is of no difference for it’s bonus time once again. Staff performance appraisal and review once again are some inevitable tasks for the managers. This is no exception for me either, having spent last weekend and part of my holiday-breaks for getting all the necessary appraisals done up. I must certainly emphasised…. it was no fun (not part of usual job satisfaction) doing such thing – there was just this extra burden, as if the livelihood of your subordinates depends on your thoughts and the strokes of your pen.
Talking about thoughts concerning performances of employees reporting to you, the following facts may be of importance when transforming your thoughts onto your employees’ performance appraisal form. Perhaps also, the employees currently at the lower levels of the employment value-chain can learn a thing or two…..
- The Malaysian Employers Federation has done a recent survey where the forecast made in respect of increment in executive wages should be in the region of 5.79% compared to 5.67% in 2010. But I do not think this is a realistic average as in most Asia Pacific countries the average increase in 2011 is expected to be around 3.2% and for the insurance industry, possibly around 4%….
- Segregating the employees into the following categories may help in identifying who gets more in terms of bonus and increment, or who actually deserve the much needed promotion:
- Pure tasks worker
- Thinking tasks worker
- Innovative tasks worker
In most organisation it is a norm to find more than 80% of the work force falling within the first category but quite impossible to find those within the third category. Perhaps this has to do with the manner the senior management delivers their training and providing guidance to the younger staff force. “Just tow the line silly…” has always been that audible-inaudible voice…
Employees are expected to perform their usual tasks efficiently…. but are they thinking hard enough so that the processes involved in the tasks accomplishment could be further improved? If an employee is just a performer of tasks, he or she may fall into the oblivion gap – over a period of time, tasks that they are currently doing may become obsolete resulting in the staff concerned losing their job-related effectiveness despite having carried out his or her job efficiently.
Therefore, it would be inevitable that employees within the first category are given a standard (or average grade) bonus and increment – you may end up with just a month of bonus and an increment of 2% to 4%. It would be extremely difficult for you to blame your managers for your current predicaments of limited pay and bonus with promotion not visible at all. For this may be your own doing all these years…. There is this saying, “You can’t solve your problems by blaming others”, thus it is always about your solution to your career! But, do you have one?
Please therefore, take better control of your career if you still need to continue as part of the workforce!
- Each one of us has different perception of things – your line managers may see their subordinates’ performance as one that is remarkable necessitating a promo or higher than the norm increment… but short of giving them the best rating, simply because they rated the employees from their own sets of capabilities instead of their subordinates’ (or what they are being engaged for). Some managers may look at their staff merely from the standards per the first category (refer to the worker-type above) and some look at an ordinary category 1 worker from the perspective of category 2 and so on. The end-results of their appraisal can and will always go wrong… from the organisation perspectives.
If each and every line managers set a different rating standards, then this would translate into a problematic evaluation process for their senior manager as each and every rating and evaluation results need to be funnel down to a common platform within the organisation.
Getting to the common platform would necessary means trimming and cutting here and there, thus it would be inevitable that some of those bonus and increment proposals get truncated along the way – ended up with disappointments and despair among those affected employees. Staff may then start leaving after the bonus is declared, and more to follow especially among those at the young executive level – herd instinct, so they said!
Thus the most important part is always about the ability of the line managers to get their message across and at the same time synchronising their staff performance analysis so that the end-results are always in line with the whole organisation.
But then… aren’t this the obligation of the HR department to see to it that this synchronisation and streamlining of thoughts be uniformly adopted throughout the organisation? Shouldn’t all levels of the staff force be equally briefed as to what is or are to be expected of them during their working life with the organisation? With this manner of adoption, I believe every employees would be appropriately geared and focused towards attaining the organsation’s goals and objectives.
Do you agree with me? Anyway, agree or otherwise….. increment structures as seen from HR reports written for most major countries within Asia Pacific should averagely be in the region of 2.6% to 5% for the executives. Bonus-wise, you should be looking at 0.5 to 3 months on the average, very much depending on your job functions and responsibilities.