PERFORMANCE MANAGEMENT

Submission By - GROUP 5
Saurabh Bakre (HRA001) Yashaswini (HRA004) Eashna Jain (HRA005)
Hunar Ahuja (HRA006) Akash Dogra (HRA032) Arfa Fatima (HRA038)
ACCENTURE

INDUSTRY : IT - Consulting

Accenture is an Irish-domiciled multinational company that

provides consulting and processing services. A Fortune Global
500 company.
STRATEGY / VISION FOR THE COMPANY

GEOGRAPHIC AND MARKET EXPANSION

Accenture wants to break into new markets and along with it, they look to enable businesses to break
new grounds and unlock potential markets. They have an explicit definition of the “Growth Markets/
Potential Markets”.

INNOVATION AND RESEARCH

Being the giant in the field of consulting, Accenture seeks to expand its reach in other domains as well.
In order to achieve the top most position in other industries, they have taken an approach that will be
coupled with innovation and research.
 WHAT SHOULD THEY MEASURE TO
SUPPORT THE VISION/STRATEGY?
01
• Customer and Consumer Expansion

• Customer Perception
GEOGRAPHIC
AND MARKET • Target v/s Actual Sales

EXPANSION • Customer Acquisition Cost

• Retention Rate

• Revenue Growth Rate

 WHAT SHOULD THEY MEASURE TO
SUPPORT THE VISION/STRATEGY?
02

INNOVATION
AND
RESEARCH
COMPARISON OF ACCENTURE METRICS WITH
GE PROCESS

The EMS of GE measured the set objectives and rewarded the employees depending on that. Under the Performance
Development system at GE, the focus changed from management of employee performance to employee development
that would eventually contribute to performance. However at Accenture, the presented vision will be evaluated over an
outcome based matrix as presented in the previous slide. Also, Accenture believes in its technology dominance and
innovation. This belief means that even though the matrix is performance driven, it will be dependent on the process
(i.e. innovation and research) that Accenture follows.

Though there are similarities in the thought process of both the companies, their core values make an actual difference
in the measurement matrix.

To sum up, GE is more backed by the process than Accenture. Whereas, Accenture is more outcome driven.
 STRATEGIC GOALS
FUNCTION
INCREASE EMPLOYEE RETENTION BY
REDUCING TURNOVER

Human
Employee retention refers to the ability of an organization to retain its
employees. The term 'employee turnover rate' refers to the percentage of
employees who leave an organization during a certain period of time.

INCREASE THE QUALITY OF TALENT POOL

Resources
THUS REDUCING TIME TO HIRE
Time to hire metric measures how quickly a company can select and hire
the best candidate. Time to hire is the number of days passed since a
candidate entered your pipeline until the day you hire a new employee.
References - https://www.ukessays.com/essays/business/investigation-on-employee-retention-strategy-at-general-electric.php
https://timesofindia.indiatimes.com/business/india-business/accenture-attrition-up-on-high-demand/articleshow/83908915.cms
CRITIQUE DIFFERENCES WITH GE CASE

In General Electric, the strategy is to maintain the employee turnover at

10% to induct fresh talent in the company and the focus is more on
external hiring. Whereas in Accenture, there is continuous focus to
reduce the attrition rate to as low as possible and initiatives are also taken
to continuously upskill and reskill the current employees to build an
efficient talent pipeline. These initiatives make it possible for Accenture
to do a decent amount of hiring internally leading to less hiring cost as
compared to General Electric.

References - https://www.managementpedia.com/threads/employee-retention-of-general-electric.218804/
https://www.hrkatha.com/news/accenture-sees-high-attrition-rate-despite-financial-growth/
 ROLE – HR MANAGER
PERSPECTIVE GOALS TARGET WEIGHTAGE RATING SCALE ACTION
Financial  Reducing average cost per Reduction by 7 % 15% Numerical Rating Scale • Build talent communities that will help in
hire by 7 % in order to building a qualified talent pipeline that is ready
increase the effectiveness of to work for the company.
the hiring process. • Having a referral program and using the power
of social media.
• Automate the process which will decrease time
and increase cost effectiveness.
Customers To improve customer 20% increase from 25% 5 Point Likert Scale • Implement a flexible hours system.
(employees) satisfaction rate current level. • Recognize top achievers and host an annual
annually by focusing on  awards ceremony.
building a positive work • Ensure proper communication and feedback.
culture. • Prioritize employee health and wellness
Internal To lessen the rate of job 10% reduction 25% Numerical Rating Scale • Improve candidate sourcing
posting response factor in • AI-powered candidate screening
executives and mid- • Build a talent pipeline to gain lead
management roles quarterly • Provide great candidate experience to reduce
turnaround time

Learning and Keeping up-to-date and  3 new skills semi- 35% Graphic Rating Scale • Design, Strategize the relevant  Upskilling and
Growth upskilling/reskilling high annually. Multi Skilling workshops/training programs
potential candidates as per /certifications which are in tandem with the
future growth trends. market trends. 
(top 40% performers) • Identify critical job opportunities so that
employees get an exposure of  the important
areas of the job
• Knowledge Sharing Sessions will enable the
skill development program
 Perspective Behavioural Parameters Measures
Financial • Problem Solving 

• Thinking Strategically

• Analytical Thinking

• Planning and Organizing

BEHAVIORAL Customer • Achievement Orientation

Event Recording- Recording the
PARAMETERS
• Fostering Communication
number of times a behavior is
• Developing Others observed

• Honesty / Fairness Critical Incident Method- The

supervisor keeps a log of positive
• Positive Attitude and negative examples of a
Internal • Planning/Organizing subordinate's behaviors.

• Problem Solving/Judgment Mixed Standard Scales- the

employer mixes
• Business Perspective together sequentially the good and
Learning and Growth • Initiative the poor behavioral example

• Planning and Organizing

• Continuous Learning

• Displays Vision
 HIERARCHY GOAL ACTION/INITIATIVE
HR DIRECTOR • Keeping up-to-date and  • Design, Strategize the relevant 
upskilling/reskilling high potential Upskilling and Multi Skilling
candidates as per future growth workshops/training programs
trends. (top 40% performers)(semi- /certifications which are in
annually) tandem with the market trends. 
• Identify critical job
opportunities so that employees
get an exposure of  the
important areas of the job

HIERARCH HR MANAGER • Reducing average cost per hire by 7 • Design a flexible work hours
% in order to increase the system.
effectiveness of the hiring process • Recognize top achievers and 
Y • To enhance customer (employees)
satisfaction rate annually
• To lessen the rate of job posting
Host an annual awards
ceremony.
• Automate the process which
response factor in executives and will decrease time and improve
mid-management roles quarterly cost effectiveness.
• Planning and building an
employee referral program 
• Prioritize employee health and
wellness

HR ASSOCIATE • To improve customer (employees) • Updating and communicating

satisfaction rate annually effectively on social media
• Gather customer (employees)
experience feedback and put
the findings before the HR
Manager.