CLASS LEARNINGS – 11

Performance management in the pandemic: Becoming your best self by Josh

Bersin

 Josh Bersin believes that the answer is not always to give more and more
training but to create a culture where people can be their best self
 People should leverage their strengths and that responsibility partly lies with
person and partly with the company.
 Goal setting is important , it is far less important than conversations listening
and feedback.
 Creating thoughtful conversations between employees and their leaders lead to
much better understanding of priorities and expectations
 Best self-review feature can used for career planning and can be used by
organisation for potential development and succession planning
 If employees also discuss with their managers their workload and in that case
things can be reshuffled to keep people focused and they won’t feel
overwhelmed.
 The process of competitive assessment was to put people on a 9 box grid
( performance vs potential ) decide who would receive the most money ,
decide who was ready for promotion and give manager a tool to coach people
out of the business
 Performance management process was designed to force the managers to have
tough conversations.
 But in today’s time goal of performance management is about growth and
development and renamed the process to performance development, this is
done to get away with the evaluative nature of the process.
 Another view was that instead of labelling someone as poor performer,
organisation can actually work in the development of the person for future role
or coach him for the current role.
  Feedback- BetterWorks use artificial intelligence and sentiment analysis to
understand what kind if feedback works best for the employees. How the
feedback has to be given is the critical area.
 It takes a few years for people to feel safe giving good feedback and
leadership team has to model and support this transition. To train people for
both giving and receiving feedbacks
 Peer to peer feedback works very well for the development of the person.
 Bersin research found that companies that include team projects or company
objectives in their process far outperform those that on individuals.
 The concept of Feedback is not encouraging, feedforward as to tell the areas
where the person can work and excel
 It is important to create a sense of fairness, accountability and transparency
and pay policies to be aligned with business strategies
 Goals should have an outcome (objective leads to result) and we should
evaluate people on a result, not just achieving a goal
 Bersin study proves that ongoing support, talking about mistakes and
rewarding managers for the development of their teams is integral to success

Performance management at Vitality Health Enterprises, Inc.

 By integrating BSC with performance review, the Managers and Employees

consider that any activity assigned to them is a part of their job responsibilities
and will be measured by KPIs.
 Refreshing and re-communicating the strategy through management and employee
training. Through this the entire organization will get aligned with CEOs' vision.
 The performance evaluation should be customised according to the job roles
 Continuous recognition programs, coaching and mentoring can result in a
meaningful and well monitored annual appraisal
 The PMS should be aligned with the vision of the organization.
 Before implementing any new changes, the Managers and the employees should
be trained and the re-communicated regularly.
 Continuous recognition programs, coaching and mentoring should become an
important part of the annual appraisa