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Performance Evaluation

 
Greenhorn
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I would really love if we could have an interesting discussion about
performance evaluation w/o getting personal or prejudiced.
Recenly, being a stand-in project leader, I have had a chance to give my
opinion to the PM about performanec of a team. There are these 2 individuals,
say X and Y. In my opinion, Y performed much better in our project and I found
him more dynamic, willing to take initative and he generally handled
technical issues quite well and made releases as per schedule. X also did well, but
didn't show dynamism, the "extra something" that I was looking for. X did what
was told. So I told PM and HR that Y deserves better performance rating and
hence more hike. Obviously, hike is based on performance rating.
As per my PM & HR, X should get more raise coz X should be a better
performer coz X has "so called" better degree. X has a non-cs/non-electronics BE
degree (4 Year degree), whereas Y has 3 year degree in electronics and a PG
diploma in CS. X also has very good academics in her field, so they believe that X
is a better peroformer. Though both (PM and HR) agree that they haven't been
interacting much with the team regulary and I should be the best person to
know this. However, they both somehow seem convinced that "X" should get
better hike.
I belive that apprisals/raises should be based on the value that you bring
to the organization as on today, and they should not be paid as rewards for
your past achievements. Though I agree that past academic record is usually a
good indicator of a person's caliber; I refuse to believe that it is the only
indicator. Moreover once you interact with the person for 6 months or so, you
don't have to go by those numbers in the past, you are in a good position to
assess the performance irrespective of how impressive past academic records
are.
Anyway, my justification was -
(1) In this current project, during last 6 months, Y has been a better
performer than X and shown lot of promise
(2) X sure has good academic record, but are we paying her rewards for her
past academic records or for the value she brings to the organization as of
today? Besides, her BE is no way related to computers anyway.
(3) The peroformance (overall - technical, interpersonal communication,
teamwork etc.) should be only criteria and motivating factor.
There are few interesting factors here -
(1) X is female and Y is male, I am a male so...... gender bias?
Fortunately, no one has accused me of that.
Actually, it is NOT about what I should do, I'll send my report anyway. It
is more about what should be done? how performance evaluation should be done?
I am a techie at heart, and don't like to use management jargon much, but how
do I put across that "Y" has definitely shown "extra something" which was
found laging in "X". I am unable to spell out "extra something"! Generally, how
does one put across that performance and common sense should prevail?
 
Ranch Hand
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Originally posted by Amit Basu:
Generally, how
does one put across that performance and common sense should prevail?


Common sense vs HR, hmmmm, I wonder who will win that battle.... I guess you're not too familiar with Dilbert and the reasons why it is so popular.
 
Ranch Hand
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Hi,
It is depended on the size of the company and where is your location. Small company very much have to do like the way you described. Big company usually have the form for staffs to fill in breaking down to each phases of the project. Medium company have benefit of both ways.
I am not quite clear on dynamic part. Dynamic on the male worker is different than on the female. We both approach and react to certain situation quite different.
Performance evaluation is concentrated on the current period performance depended on your company policy. You should not worry too much on past accomplishment specially from previous company.
I could see you are in the middle of office political and work ethical. If your report is clear well define, then you should not worry at all. In fact, what you could do is have a little talk with your X and Y separate and confidential. Be prepare to explain where the weakness and strength in each staff. Then send the report out and see the chip fall where its might.
Regards,
MCao
 
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My $.02. Most of this is me playing devil's advocate. I wasn't there and can't know what you really saw or heard, how people acted, and what others said.
Qualificatifions should play no part in evaluations. We look at people's degrees and grades to predict contirbutions when we hire. Once you have that information the rest is irrelevant. (After 6 months of work, does knowing someone's degree make that work suddenly more valuable?
You only see things from your perspective. They might have their own perspective, or heard things from others.
A key role is someone who helps a team "gel." It's not something easy to measure. Of course, in this case, it sounds like Y might have done more then X in this respect.
Bonuses in theory are for work done. Bonuses, in practice can also be used to motivate employees, retain them, among other things. Those may be some factor.
--Mark
 
Amit Basu
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Originally posted by Mark Herschberg:
My $.02. Most of this is me playing devil's advocate. I wasn't there and can't know what you really saw or heard, how people acted, and what others said.
Qualificatifions should play no part in evaluations. We look at people's degrees and grades to predict contirbutions when we hire. Once you have that information the rest is irrelevant. (After 6 months of work, does knowing someone's degree make that work suddenly more valuable?
You only see things from your perspective. They might have their own perspective, or heard things from others.
A key role is someone who helps a team "gel." It's not something easy to measure. Of course, in this case, it sounds like Y might have done more then X in this respect.
--Mark


WOW!
Very very seful inputs! Thanks Mark & Matt!
Matt I do understand that male and female would react differently and despite of that I would say that Y has contributed better.
I am sort of lucky, I am reasonably popular here with my team as well as with the managers. So they sort of trust me, and would take my opinion seriously. But what really bothered me was the fact that many people simply trust "labels" and are not prepared to assess the contents independently.
Mark, mind if I quote you?


Qualificatifions should play no part in evaluations. We look at people's degrees and grades to predict contirbutions when we hire. Once you have that information the rest is irrelevant. (After 6 months of work, does knowing someone's degree make that work suddenly more valuable?


Thanks,
Amit
 
Mark Herschberg
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Originally posted by Amit Basu:

Mark, mind if I quote you?


Not at all. :-)
--Mark
 
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