Interview No.

______2_________ Interviewed by (Student Name): _____Aaryan Dutta Roy___________

Title/Position: Manager

Function/Department: Human Resources

Age:40

Gender: Male

Highest Education Obtained: Masters in Human Resource Management

Tenure (Total, in Years): 12 years

Tenure of this Organization: 12 years

Organization Size (No. of Employees): 1500

Industry (of the Organization): PSU

Managerial Experience: 2 years

Number of Direct Subordinates: 10

1) Are you happy with your organization’s performance management system/process? Give at least two
reasons for your response that are important in your mind.
Response: Yes, I am happy. For the officers and supervisors, the performance targets are set at the
beginning of the financial year after mutual discussions between subordinate and reporting officer. Every
quarter the performance is reviewed, how much has been achieved and what improvement needs to be
done. Then final grade is given at the end of the year. However, for the skilled category performance is
only reviewed at the end of the year. I am very satisfied with this however a slight change I would like to
suggest would be to have performance reviews quarterly for even the skilled workers. Also, for the
officers’ training must be provided so that they can form the kpis properly.

2) Please describe a recent (last 2-3 years) change in your organization’s performance management
system/process.
Response: In 2020 the system of quarterly reviews came into effect. We have also moved to an online
performance management system compared to previous paper-based reviews.
a) Why was it needed?
Response: People were not taking their performance reviews very seriously.
b) How did it help?
Response It has led to an improvement since now people are taking their performance reviews seriously as
now everyone can monitor their performance in this online based system.

3) Context plays a significant role in designing effective performance management system/processes. Identify
one aspect of either your organization’s culture /values or Indian Culture /values reflected in your
organization’s performance management system /process.
Response: There are no such unique features about our performance management system as this kind of
system is prevalent across most psus.

4) Based on your experience, what are some practical challenges when implementing a continuous
performance management?
Response: The main challenge is that people are very busy, so we need to constantly follow up with
reminder asking them to fill up the forms. This is the one major challenge
5) According to my professor, “when it comes to performance appraisal the reality is, it is all about ratings
and outcomes and less about developments”? Do you agree? As a Manager how do you redirect your
subordinate’s focus on development?
Response: There is a dedicated section in our performance management form where the reporting manager
has to write what are the trainings required in the subordinate and he will discuss this with his subordinate.
The subordinate has the option to accept or reject the training prescribed and can raise any concerns to
seniors. This keeps the process transparent.

6) What method do you use to provide feedback to employees outside the formal performance review
process? Do you feel these methods are effective?
Response: We do not have any form of feedback outside the formal performance review process. Earlier we
had a monthly feedback system, but it had to be discontinued as it was difficult to follow up on.

7) How much input do Employees have in setting their own performance goals? Do you find it better than
goals are more top-down or bottom-up?
Response: Employees have 100% input towards setting their goals. Before setting the goals there is a
mutual discussion between subordinates and reporting officers at the beginning of the year.
I think this bottom-up approach is better as if employees are given a forum to express themselves it is
anyway better than a top down approach.
8) In your experience, what is the biggest challenge with managing poor performers? How do you handle
these situations?
Response: We need to change their mindset, that is the biggest challenge. For poor performers we put them
under PIPs. They do have any developmental kpis only work. Their rating is done four times a year to see
how they are improving. They are also provided with counseling services
9) What role does peer feedback play in your performance management process, if any? Do you think
incorporating peer reviews would be beneficial?
Response: There is no peer review process. It would have been beneficial however our organization does
not have such a culture where peer reviews can be done.