HRM Assignment

Name - Bilal Vaid

Roll no. - PF2123-A131
Div-A

ARTICLE ON PERFORMANCE APPRAISAL IN FACEBOOK

Facebook stands apart from the crowd in more ways than one. Their performance
management strategy is no different. Although some Fortune 500 companies are moving
away from performance evaluations, Facebook is standing firm by conducting biannual
360 reviews. The company also facilitates a continuous stream of real-time feedback,
allowing employees across the globe to give and receive feedback.
Whether or not the employees are as happy as their Facebook profiles make it seem is up
for debate, but one thing is certain; Facebook’s talent is certainly taking the already-
successful company even greater heights.

FACEBOOK’S APPROACH TO PERFORMANCE MANAGEMENT

1. Employees and managers at Facebook generally know what to expect when

biannual performance reviews roll around. Due to the company’s continuous stream
of 360 real-time feedback, everyone has a good understanding of an employee’s
performance prior to the appraisal, minimizing any uncertainty or ambiguity on both
ends.
2. All of Facebook’s global employees have access to internal software that enables
real-time feedback among coworkers, while management uses the software to keep
track of project progress and provide general support. The information gathered in
this system, as well as the feedback collected from three to five close colleagues
in peer reviews, is what managers use to determine each employee’s performance
at the biannual review.
3. Facebook’s evaluations act as checkpoints rather than in-depth investigations into
an employee’s performance. If anything is surprising in these reviews, then
“something has gone horribly wrong.”
4. In other words, management seizes the opportunity during performance reviews to
reward the performance of exceptional employees, whereas underperforming
employees rarely make it to their performance review.
5. Employees walk away from their appraisals with a grade out of seven. The numbers
are given definitions from “redefines” to “does not meet.” This stack ranking system
has obviously worked to some degree, as evidenced by the social network’s
astronomical success and impressive talent, but it has had a somewhat polarizing
effect among employees and ex-employees.
POTENTIAL PROBLEMS

Facebook promotes three core values in their performance management strategy: fairness,
transparency, and development.
However, it sounds like some ex-employees would argue that the company did not always
live up to these values.
It is not OK to act like this is not the best place to work
People are very mindful about who they're connected with on Facebook who they also
work with and how what they're posting will put them in a favorable light to their managers.
It's a little bit of a popularity contest
While the peer review component of their performance management strategy may be an
efficient way of assessing each employee’s strengths in such a large company, many
former employees felt that it often turned into a simple popularity contest where coworker s
were pitted against one another to compete for advancement.
However, there are two sides to every coin, and there are obvious and unmistakable
benefits to Facebook’s performance management system that are hard to ignore .

THE BENEFITS OF FACEBOOK’S STRATERGY

Employees recognize that the system has flaws, but most also agreed that what they have
is better than no reviews at all.
performance reviews are used to help employees understand how their contributions
matter to the company’s growth, as well as to more easily recognize and reward top
performance.

WHAT TO TAKE AWAY

Here’s what we can learn from the way Facebook has constructed its performance
management system:
While performance evaluations are not necessarily the perfect system, and can have costly
flaws, they are certainly better than no reviews at all. Without formal reviews, performance
will still get rated in another, more secretive manner that leaves employees in the dark and
creates a sense of distrust toward management.
Even continuous real-time feedback, while a helpful tool to improve an employee’s
performance, can employees unsure of their impact on the company overall .
 Assignment 2 - International Conclave (HRTech)

Date: 20th November, 2021

Time: 1:30 pm to 3:30 pm
Theme of the event: 'HRTech - Building and Emerging Workplaces'

The panel members included eminent speakers who were –

Mr. Pronob Chetia – Director HR and Communication – Asia Pacific Region – Volvo
Mr. Dolphy Goveas – Head Global HR Operations – Goodhope Asia Holdings Group
Ms. Vaishali Raj – Head HR – Godrej Infotech Ltd.
Ms. Moushami Mandal- VP-HR – NSE
Mr. Nilesh Dange – Chief HR Officer, L&T Financial Services India

The Moderator - Ms. Baljeet Chhabra – Asia Pacific Compensation and Benefits Leader –
Aavya
The session started by an interesting story of LEGO (toy production company) by Ms. Chhabra
which emphasized on how disruption brings in new opportunities and change is the only
constant. It also was focused upon sustainability and its importance in the organizations.
The conclave started with discussion on one of the major important topics for today’s
world which is “What major tech change we can expect in future?” the very simple and
obvious answer to the question was AI ML which has been in the trend for a long time now
and has disrupted the market in major way thanks to the pandemic. It is correct to say the
change to AI and ML was happening in major way before the pandemic but the pandemic
boosted the rate at which the AI and ML was adopted. The pandemic really boosted the
growth of this technology and there was no way to deny to the future.
The conclave also covered the areas where HR Tech can help or is useful. The major
areas included:
1.Remote teams
2. Cloud based HR
3. Employee’s wellness and focus on mental health
5. Enhancing recruiting experience- use of bots and recruitment tools
6. L and D
7. HR analytics, and AI augmented analytics
8. Increasing data security
Later, Ms. Baljeet asked Ms. Moushumi Mandal about technology adoption strategy for
organization. Ms. Moushumi answered that there are five strategies which can help
organization.

1. Have all the employees onboard with the technological transformations that are going
to occur.
2. HR tools are made for the employee benefit so it is important to check if the end users
are comfortable with the same.
3. Priorities what changes needs to be done first.
4. Have a dedicated team who’ll look only into transformation.
5. Culture of your organization and adaptability to new tech ecosystem.

The session also threw light upon the adaptation of HR Tech by the companies during the
pandemic and introduction of hybrid working. With the changing times and advancing
technologies, it can be noticed that indeed due to the pandemic every company got an
opportunity to reshape their cultures. Also, with the changing times HR is not only moving
forward with managing humans but also managing other resources as well.
To summarize, the conclave covered all the important aspects of HR and how technology
can help in the present and become a major tool in the future. In today’s situation of
uncertainties technology can be a destructive tool which can make or break the organization.
The conclave had very deep insights of the corporate world and HR Tech and its relevance
in today’s world. The learning from the conclave was about the importance of amalgamation
of HR and Technology and how to use this strong tool in the optimal way.