Performance Management

IIM Ranchi – Lecture 14 & 15 1

FAIR Process

Planning

Developing

Developing
Quality Feedback

Managing

Measuring

Rewarding

Identifying
3
Goal Setting
What after Objective Setting..??
Any idea what these
players are up to??
Mid Term Review

Just like a strategic timeout can’t happen at the end of the

match,

a feedback will hold no importance if given just at

the end of the review period.

So, this is the best time to review your strategy & goals
and tailor it, if need be.
What And How To Review ?

Achievements Well, appreciate these

Check Points achievements.
till now.!!

120%

Any shortfall in 100%

100%

performance.? 80% 70%

60%
Performance Performance
Analyze the 40%
till now Expected

reasons &
20%
way forward.!
0%
Trainings 1 2

Resources

Is your strategy
inline with the
set goals.??
Performance Appraisal Review

Doing a DRILL while wearing a GRIN –

Drag each one of direct reports into a conference room for a one-
on-one,
hand them an official-looking document,
& then start in with the same, tired conversation --
“Something Positive & then Something Negative.”
Performance Appraisal Review

Start of the During the Closing the

Meeting Meeting Meeting

• Set up advance • Stick to specifics • Ask for feedback

• No interruptions • Use performance • Encourage Openness

diary
• Make Him at ease • Identify Training
• Elicit solutions to needs
• Be friendly problem
• Sum up points
• Start on a positive • Offer Support and discussed
note solutions
 Attending Behaviors

S–O–L–E-R

Counselling
• Relationship between two people
• Characterized by Trust and Openness
• One to One setting, focused, personalised and
with a purpose
• Helps Counselee to :
• Work through Interpersonal/Intrapersonal
problems and crisis
• Discover and mobilize inner and outer
resources and find new options
11
Feedback

It is a wonderful PRESENT, keeping in

mind the PAST & the PRESENT
in order to improve the FUTURE
Why Feedback ?

Seek Feedback to know

I don’t e.g. I don’t

I know & know & look at the
Others person while I
Give Feedback to tell

know Others
talk
know

I don’t
e.g. My I know & know &
Potential
perceptions Others growth
Others
about the don’t don’t
team know know
Art Of Giving Feedback

Positive Feedback increases commitment at work

Constructive Criticism is specific information for improvement
If delivered at the right time, in a right manner increases
motivation

Right Time?
Feedback has to be Real-time to be effective
Art Of Giving Feedback

Right Manner?

Frame feedback in terms of a "continue, start and stop" model

What are they doing that is highly effective?

What actions should they adopt to be more so?

What is the employee doing now that is not working?

Talk about OBSERVATION & not your INTERPRETATION

For positive feedback, show APPRECIATION

For constructive criticism, show CONCERN
Art Of Giving Feedback
Right mode of Feedback
Talk face to face or over the phone

How frequent?
They contribute everyday, every week, every month… & you
give feedback every 6 months… Is it FAIR ?

Check-Recheck
Make sure the person has understood the feedback
You might ask,
“Is there anything I’ve said that isn’t clear?” Or
“Was this helpful?”
Art Of Receiving Feedback

Seek feedback, listen to it carefully, actually hear what is being

said

Concentrate on the MESSAGE & NOT on the MESSENGER

It is a way to learn & improve

It is a way to know your IS’s expectations & even seek solutions

from him/her

The negative feedback may sting you a bit, but don’t let that
make you withdraw from the conversation, don’t be defensive
Art Of Receiving Feedback

Check-Recheck
Summarize all the points in order to check that you got it right

For the one who has given you feedback, he/she

has taken out time to observe you,
has structured the thoughts & the feedback,
& wants you to improve

So, deserves a “Thank-You”..!!

Art Of Using Feedback

Feedback

List of Feedback inputs Viable Solutions /

Actions
(from your side as well as from
your IS)
Art Of Using Feedback

It is NOT just FEEDBACK, but an OPPORTUNITY

O To make To improve
Feedback P To improve
people work commitment
Provider P work output
better at work
O
R
T
U
N To show your
Feedback To grow To improve
I capability to
Receiver your career yourself as a
T change for
path person
Y the better
Culture of an organization is
defined as “an amalgam of
shared values, a common
mind-set, characteristic
behaviours and symbols of
various kinds”

22
How People Describe Organizations

• Adhocracy • Hardworking
• Authoritarian • Innovative
• Bureaucratic • Inward looking
• Learning
• Caring
• Militaristic
• Competitive • Open
• Conservative • Participative
• Creative • Paternalistic
• Divisive • Political
• Entrepreneurial • Production oriented
• Risk-aversive
• Fire-fighting
• Secretive
• Flexible
• Technocratic
• Formal • Traditional
• Friendly • Hierarchical 23
Defensive and Supportive Climates

Defensive Supportive

• Evaluation • Description

• Control • Problem Orientation

• Neutrality • Empathy

• Strategy • Spontaneity

• Superiority • Equality

• Certainty • Provisionals
24
25
Thank You 26