Managing Balance: The Changing Interaction of Acknowledgment and Assessment in the Workplace

Abhishek Gupta  
Director - HR , ZebPay

Abhishek Gupta holds the position of Director - HR at ZebPay, where he oversees the human resources strategies that align with the company's goals in the cryptocurrency exchange and blockchain technology space, enhancing employee engagement and organizational effectiveness.

In today’s business scene, there is a subtle but considerable contradiction between the terms “raise” and “appraise”. This careful balance between seeking recognition and maintaining fair appraisal dramatically impacts employee morale, organisational coherence, and the overall trajectory of success.


This duality is centred on the need for appropriate reward and validation of one’s accomplishments. Employees naturally want raises because they see them as tangible validations of their commitment and proficiency. However, granting a raise requires a thorough evaluation of an employee’s performance, potential, and overall influence on the organisation.


The performance appraisal process is the foundation of this dynamic, providing a formal framework for assessing employees’ competencies, opportunities for improvement, and overall worth to the organisation. When properly done, performance appraisals enable managers to make informed decisions about promotions, salary adjustments, and professional development opportunities. However, this method is plagued with difficulties, including biases, subjectivity, and inconsistencies that can jeopardise its fairness and objectivity.


Furthermore, the relationship between raise and appraisal extends beyond individual employees to larger organisational processes. Companies must strike a difficult balance between investing in people through compensation increases and remaining fiscally responsible. While attractive compensation packages are essential for attracting and maintaining top people, organisations must also ensure that remuneration aligns with performance indicators and market expectations.


Also, the quiet conflict between rise and appraisal pervades interpersonal connections in the workplace. Employees seek validation and encouragement from their colleagues and superiors in order to boost their confidence and motivation. However, these efforts must be supplemented by objective assessments of individual contributions, which promote a culture of accountability, openness, and trust.


To navigate this complex terrain, firms must take a comprehensive approach that smoothly incorporates the principles of ‘elevate and assess’. This includes setting clear performance targets, offering ongoing feedback and guidance, and cultivating a continual growth and development culture. Organisations that promote openness and equity in the appraisal process can reduce the danger of employee resentment and disillusionment.


In the end, the dynamic interaction between assets and raises highlights the precarious balance between appraisal and acknowledgment in the workplace. Businesses need to handle this conflict with grace and wisdom as they work to develop a culture of excellence and engagement. Through a symbiotic link between appraise and raise, organisations may cultivate an atmosphere where talent thrives and success becomes a given.