Most supervisors and managers would not say that performanceappraisals are a task that they look forward to doing. Nonetheless, theyunderstand that the appraisal process is an important function that issubjected to rater errors, legal ramifications, miscommunication, and biases.Unfortunately, some supervisors will give a soft performance appraisal ratingout of fear of these repercussions. They may be scared of alienating employees,fear of confrontation, and fear of increased resignations. However, when thisoccurs, both the organization and the employee suffer from a performanceappraisal wrought with rater biases. Performance appraisals can be linked tolegal cases like discrimination, pay, layoffs, or a combination of any ofthese. Ultimately, a performance management system that does not followspecific employment laws or is unethical can result in legal fees, loss ofmotivation and trust, and can adversely affect an organization’s functionality.
A defensible fair promotional policy should be designed anddeveloped by HR and should be used across the board and in accordance with theorganization’s objectives and goals, job descriptions, and the law. One of themost important components that HR can implement to ensure that a performanceappraisal is fair and absent of biases is to establish that at least twodifferent people must evaluate the employee. It is highly doubtful that anyappraisal system will be absolutely free from legal challenges or criticism.However, if a system is formal, has employee input, has stated objectives andgoals, is reliable, valid, simple to understand and use, provides feedback, itsraters have been appropriately trained, based upon performance, performedannually, has an appeal process, is accessible without excuse, and has acomment section is prone to be more defensible and fair than one that does notpossess these characteristics. Defensible and fair promotional systems areimportant because they can help to protect an organization from lawsuits, improvecustomer service, defend against terminations, provide standards, provideongoing performance reviews, In conclusion, an organization should strive to develop alegal defensible and fair promotional policy that all concerned parties cancomprehend. However, first the job description, expectations, goals, andobjectives should be identified.
Afterwards, the identification andcommunication of those findings, monitoring metrics should be identified. Oncethe metrics have been identified, supervisors should begin to monitor and givefeedback on performance. Lastly, the manager must prepare the evaluation andarrange a meeting with the employee to discuss and share their findings.