Session Learning

Performance Management System Session 9

Accelerating the journey to HR 3.0: IBM Report in collaboration with Josh Bersin
- Under this report, insights were drawn from 300 Global HR executives of 50
industries in 20 countries.
- Crux of the report is how the employers are underestimating the challenges being
faced by employees during COVID 19
- The report stated that:
 62% employees feel they lack skills, and their employers don’t help in developing
them, whereas, 34% HR executives feel they are doing a good job when it comes
to upskill their workforce
 46% employees feel that their companies support emotional health, whereas 54%
claim they do not.
 80% of HR executives feel that companies are supportive of the emotional health.
 51% employees feel there is a lack of transparency when things are communicated
and goals are, 86% HR executives feel they are giving clear directions for the
goals and tasks
 74% employees agree executives help to grow; 62% employees don’t agree with
the same
 We clearly see a case of gap and understanding between organisation executives
and their employees. It is a case of sheer misunderstanding between the two

10 Action Areas for Executives to be executed

 Measuring employee performance continuously and transparently to have clear and
continuous coaching and mentoring
 Performance conversation to proactively address the workforce and performance
issues
 Investing in new role of leadership, this required a different set of skills and
behaviour, and by the use of analysis predict the leaders
 Building and applying capabilities in agile and Design Thinking: HR Executives
should be equipped to manage agile team, through performance, rewards and
appraisals
 Pay for Performance: To do away with pay for tenure, and use performance to
reward and appraise employees
 Continues building skills in the flow of work
 Designing intentional experience for employee
 Modernising HR Technology portfolio
 Applying Data Dirven Insights to Appraisals and Rewards
 Re orienting & re skilling HR Business Partner: HR must act as data driven
problem solvers and as trusted coaches
 Sourcing of talent strategically: Have the best hires so that the impact is high in
terms of productivity.
Performance Management in Pandemic: Becoming your Best Self
- Organisation are providing training, but there are some gaps in what is being expected
out of those trainings, do away with the same we require a Performance Management
System in a continuous and a transparent manner.
- Organisation should encourage employee to play on their strengths rather than follow
someone else and their path to career building
- Doing what you are good at improves the performance at a maximum pace
- It is a responsibility of the direct reports, or leaders to make employee self-aware of
their own strengths
- As a HR you should know what people actually want, and what feedback are they
looking forward to
- Most of us learn the same things, but how we absorb it over the years and use it well
makes the entire difference. This is where the role of a good coach and motivator role
comes in to the picture.
- Goal understanding and Role understanding are at the centre of the solutions, using
continuous coaching and performance conversations

360 Degree Feedback

- A multi rater feedback system, having more than one person to asses you. These
include your direct reports, subordinates, external stakeholders like customers.
- Usually done by administering a questionnaire
- Corporate Examples
 Maruti: Led to better and more strengthened leadership
 JK: used in assessment centre to get integrated system framework
 BHEL: It is seen more as a business initiative rather than an HR initiative
 GATI Ltd: MD implemented this for a 12-year period, and employees felt
positive in knowing how they were perceived
- When implemented, the perception of Top Management in the eyes of the employees
is improved.
- Top Management should be ready to be evaluated through its colleagues and
subordinates when the entire feedback session takes place
- Focus is primarily on individual, and his/her self-development
- It is a competency building tool used to discover potential in an employee and not just
an appraisal tool
- Feedback serves as the foundation for creating development plans for each individual
- Biases during the Performance Feedback conversation is a big one big hurdle that still
needs proper trainings in place to do away with