Discussion
A colleague is doing filling in an appraisal form for a fairly junior guy who has been working on a client site. Client thinks he junior is great, considering the length of time the junior has been getting decent feedback from this client a good appraisal means he would probably get 'promoted'. IE change of title, bit more money, a bit more responsibility.
However, my colleague is convinced this guy is a prat and incapable of taking any more responsibility so wants to ensure he isn't promoted.
Rather unfairly IMHO though I can see his point, the junior in question has an unfortunate manner sometimes and comes across as much younger than he actually is (26 or so).
The options are:
A) Decide to give him a poor grade and contrive ways of making the individual categories add up to this. EG Pick something he's done wrong once and make it sound like a pattern of behaviour.
B) Do the appraisal objectively and put a comment in saying why he isn't regarded as promotable.
C) Do the appraisal on the basis of what he's done during the relevant period (which is good) and if he gets promoted, say 'so be it'.
A is usual in this situation of course, which defeats the object of appraisals. B would be my preferred option.
But there is an argument that if you don't do C, there is no point in attempting to have objective appraisals.
Are there any other options?
However, my colleague is convinced this guy is a prat and incapable of taking any more responsibility so wants to ensure he isn't promoted.
Rather unfairly IMHO though I can see his point, the junior in question has an unfortunate manner sometimes and comes across as much younger than he actually is (26 or so).
The options are:
A) Decide to give him a poor grade and contrive ways of making the individual categories add up to this. EG Pick something he's done wrong once and make it sound like a pattern of behaviour.
B) Do the appraisal objectively and put a comment in saying why he isn't regarded as promotable.
C) Do the appraisal on the basis of what he's done during the relevant period (which is good) and if he gets promoted, say 'so be it'.
A is usual in this situation of course, which defeats the object of appraisals. B would be my preferred option.
But there is an argument that if you don't do C, there is no point in attempting to have objective appraisals.
Are there any other options?
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