

These two incidents clearly shows the difficulty faced by managers in the process of performance appraisals in the companies. As the corporate world turning to be more performance based 'everything' (be it promotions, pay packages, variable pays and bonuses..even onsite assignments) and when every one is rated relatively with their peer, the sheer pressure developed within the employees and managers when the results are announced are huge and most of the times it is unpredictable.
What is the role of the manager here?

Employees can also address this problem with few factors in mind.
- Never consider the quantity of work done is proportional to the chance of getting promoted or the chance of getting a better rating. That seldom happens.
- As the industry analysts suggests the work counts only 30-40% for the chance of getting a better rating. The rest depends on how you projects yourself to the wider community and the exposure you receive.
- Continuous improvement is the key. Functional domain knowledge along with technical skills adds upon your chances.
- Grab every chance you get to express your skills and experience.
- Build networks at all levels of the organisation. Who knows in what ways a help will come.

And for managers -
- Managers need to get more connected with the employees. Provide a clear picture on the expectations and the objectives.
- Show genuine interest in the improvement of the career of employees. This will make them feel more connected with the team and the organisation.
- Strike a balance in the behaviour towards an employee. Be a good friend, a mentor and a better supervisor.

Companies opting to be more transparent in the appraisal process are trying to extend the help to the employees to a great extend. As this process can't be made completely objective and the subjectivity leaves the option of lesser clarity this confusion is tend to continue. Anyway, the dilemma faced by the managers and the employees continues.