Do you want to remain as performer or become performer's performer?

Do you want to remain as performer or become performer's performer

?

Every corporate follow the exercise of identifying the performers and non performers at the end of every financial year and reward them accordingly. Appraisal process can be very ludicrous or farce. The performance targets are largely set for every employee and the result of the target is what largely assessed. The assessment is largely subjective, prejudiced, biased and individualistic in most occasions as the entire exercise is done by the immediate superior. The personal likes and dislikes of the superior do play in the process of appraisal and adulterate the appraisal process.

Let us first understand how performance are rated or perceived or understood in a corporate.

The performance that largely gets applause and appreciation are those presented to the management in a very attractive or meritorious manner. In a corporate, there are two types of performers. Performer' and performer's performer'. Performer is the one who does the job in most occasions. The performer's performer is the one who sells the performance of the performer. Since it is very obvious that the top management is aware of the performance not belong to the performer's performer, the performer's performer more often use the language of I guided it or my team member has done it etc. The highlight is not the performance or performer but the meticulous job done by the performer's performer'.

It is like the shepherd or cowherd who gets the pay for the sheep or cow that gives more milk.

The larger question is that whether an employee would like to remain as a sheep/cow or in other words performer' or he or she moves to the next level of shepherd' or cowherd' or in other words performer's performer'. If one prefers to remain like cow, has to remain like cow and never aspire to become a cowherd. Like cow at one stage, loses its ability to give more milk will be shifted as cull animal. Similarly, every performer would reach a threshold point after which the performance is less likely to be cherished or valued. Most of the performers start ruminate the glory of their past performance.

To be a successful performer's performer, one needs to nurture talents and performers. If no business, show business is what widely followed in most organizations.

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