Appraisals in a matrix: part 2
What is the process and who does what? What happens if there is a dispute?
A matrix creates ambiguity, and we need to help people adjust to it. However, many people understandably feel uncomfortable when they don’t know who drives their objective‑setting and appraisal process.
In many organizations, one manager drives the process and collects input from others. In other organizations, leaders divide different goals and aspects of performance between them. For example, the business leader might evaluate day‑to‑day performance because they observe it most closely, while the functional leader might assess functional standards and capability development.
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In either case, we need to ensure that the process is clear to the individual concerned. It should also be clear what other input will be collected to give a rounded view of performance (see below).
In the case of a dispute, individuals should be able to escalate up both ‘legs’ of the matrix and convene a meeting with both leaders involved to iron out any differences in perception.
There is also a challenge that in many areas careers are “vertical” and happen within functions rather than “horizontal” and happen across the business lines. For example, most finance people would expect their career progression to be through the finance function. Over time there may be a mismatch between activity, which becomes increasingly horizontal, and careers, which may still be vertical in many areas. It’s necessary, therefore, that both aspects should be reflected in evaluating both performance and potential.
If only one leg of the matrix has the power to set goals and evaluate performance and career potential, this is a huge source of power, which can act against the ideal of a balanced matrix.
We’d love to hear your experiences and thoughts on this in the comments box below.
This blog is part of our series on appraisals in a matrix…..
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