Group4 Performance Management

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Human Resource

Management

Project Report

CISCO- Performance Management

Presented by: Group No. 4

Ankit Choudhury PGP/16/128

Diksha Bajaj PGP/16/141

Shashank Sharma PGP/16/167

Shashank Singh PGP/16/168

Umesh Kumar PGP/16/174

Vismay Buch PGP/16/179



Cisco – Performance Management

DECLARATION

We hereby declare that the Human Resource Management Project Report on

“Performance Management” in Cisco is an authentic record of the group‟s work carried

out at as a part of the course „HRM‟ in the 3rd Term of program in MBA at Indian

Institute of Management Kozhikode, under the guidance of Prof. Manorajan Dhal.

Date: 16 March, 2013

Section C

Group 4




ACKNOWLEDGEMENT

We would like to express our sincere gratitude and indebtedness to the employees of

Cisco – Bangalore Branch for their enormous help and support. We would also like to

acknowledge our group member, Shashank Sharma, who has worked in Cisco and

could provide valuable insights to the project.

We would also like to take this opportunity to express our sincere gratitude to professor,

Mr. Manoranjan Dhal for his constant guidance, valuable suggestions and moral

support.

Section C Group 4

Ankit Choudhury PGP/16/128

Diksha Bajaj PGP/16/141

Shashank Sharma PGP/16/167

Shashank Singh PGP/16/168

Umesh Kumar PGP/16/174

Vismay Buch PGP/16/179




TABLE OF CONTENTS

1. Executive Summary………………………………………………………………………………..5

2. Introduction - CISCO………………………………………………………………………………6

2.1 Cisco – as an Employer …………………………………………………………………….…7

3. Performance Management.................................................................................….... 8

3.1 Criteria…………………………………………………………………………………………..11

3.2 Comparison……………………………………………………………………………………13

3.3 Components…………………………………………………….……………………………...1 4

4. Recommendations…………………………………………………………………..…………… .16

5. References………..…………………………………………………………………………………17




1. EXECUTIVE SUMMARY

Performance management is an important attribute in defining the success of an

organization. Unless properly managed and assessed, it can‟t lead to growth of

organization or individuals working in it. An imbalance in this regard can lead to

dissatisfaction among employees which can lead to a negative impact for the

organization. Cisco is known as “one of the best companies to work for.”

Through this report, we have tried to look into the various ways by which Cisco has

successfully led to an effective performance management. It have critiqued the

organization by comparing it with other organizations as well and in the end proposed

our own recommendations to lead to an effective performance management.




2. INTRODUCTION - CISCO

Cisco Systems is a multinational corporation headquartered in San Hose, California.

Cisco was founded in 1984 by two computer scientists Leonard Bosack and Sandy

Lerner at Stanford University in California, later joined by Richard Troiano. The

company has been instrumental in Internet Protocol based (IP) network solutions that

make up the Internet. It plays a significant part in every part of computer networks from

the first bit sent over the Arpanet to the video streaming on YouYube and other websites

today. Cisco technology supports the revolution brought down by Internet today.

John Chambers, CEO of Cisco Systems, has made customer focus an integral &

inseparable part of the company‟s policy. “Customer success and satisfaction are at the

heart of Cisco‟s business strategy and key drivers of our current and future success,” says

Chambers. Cisco sales teams are committed to giving the best value to customers and

partners, through tailored, differentiated sales and services. The company sells productsdirectly to customers, takes full advantage of an extensive partner network, and provides

award winning technical support. Cisco was founded on a culture of ethical principles,

open communication, empowerment, trust, integrity, and corporate philanthropy. Cisco

employees live and work by these values today.

.




2.1. Cisco - as an Employer

Cisco is a stable, financially secure company, with a substantial, sustainable record of profitable growth derived from industry leading products and services. It has a globally

recognized brand and image, and is a Fortune Magazine “Most Admired” company.

It is rated by its employees for inclusion in Fortune Magazine‟s “Top 100 Companies in

the World” for which to work. Cisco is known for helping people develop long term

international careers, and has market leading products and solutions that touch our

everyday lives. Technology and innovation, powered by Cisco, are changing the way that

people around the world work, live, play and learn.

Cisco’s Employer friendly approach:

● People are receiving faster medical care, through networks that unite voice, video, data,

and healthcare systems.

● Cisco wireless communications solutions and security technologies allow people to

work more flexibly, while helping to ensure the security of their business and personal

information

● Advanced communications in ambulances are transmitting patient information to

hospitals, speeding the provision of care to patients.

● Employees are going beyond the boundaries of corporate networks, knowing they are

protected, wherever they do business over wired or wireless networks.




3. Performance Management

3.1 Cisco Performance Management - CRITERIA

In order to motivate employees at work place area, Cisco systems have empowered there

line managers to take many important decisions with respect to employee as well as

project. It provides them with HR tools, technologies, and online tools etc., to give them

an edge over their counterparts in other organizations. At the click of a button, a manager

can look at the database of his/her own people, track history of development, increments,

promotions, stock options etc. They also get an access to the rating and ranking tools

used to measure performance of employees at the organization. They could recommend

changes and training needs and they could draw upon the resources available based on

their basic understanding of the needs & demands of his own team. Technology plays an

important & active role in devising & implementing performance management HR

practices at Cisco Systems.

Rules of Excellence followed by HR Managers of Cisco Systems for an effective

Performance Management

In today‟s competitive business environment where people management has come on

priority, excellence in discharging HR functions is on high demand from HR managers.

It is the proactive mindset and practice followed by HR Managers at Cisco which has

improved its working drastically. Patience displayed in the HR practices at Cisco

Systems provides numerous opportunities to employees to improve themselves slowly.

It is not necessary that only a highly qualified manager from a premier management

school brings with him the guarantee of excellence. I have witnessed many persons with

average upbringing, educational and social back ground proving themselves to be an

excellent HR manager. What is required is the quest of learning and attitude of taking

ownership of the problems in the organization by the person.




The following are the rules of excellence for HR managers:

1. Create a leader not a manager.

In Cisco, an HR manager at the timing of hiring a manager who can build people,

bind people together with hearts minds and souls. He should not just mere be a

manager but a leader. Cisco believes that every organization that has maintained

it‟s excellent over the period of time has been able to do so b ecause it had a leader

and not a manager who was able to transform the culture of excellence. It believes

that a manager does things right, as a leader a manager should always do rightthings. You should not just drive organization towards right direction but also able

to generate new innovative ideas. A leader drives respect from the whole team.

Manager has to develop the capability of working well without losing balance in

times of crisis.

2. Choose a careful, honest and sincere person for the organization.

Engage right person at the right job. Don‟t try to fit a square in a hole. Discouragefavouritism in recruitment. Don‟t compromise with the quality and requirement of

the job. Always prefer attitude in a person. Engage for attitude and train for skills.

It is the attitude of the person which makes a difference while performing his job.

Problem starts from this point.

3. Don’t make induction a ritual.

In Cisco induction program is taken very seriously. It helps them to connect with

new employee and mould him with the organizational culture. Most of the new

employees motivate through this engagement process & it helps them to align

themselves with the goals of the organization.

4. Expectations are clearly defined

HR manager ensures that employees working in the organization are well aware of

what the organization expects from them.




5. Be firm and fair

In Cisco, HR managers practice this policy down the line all the time. While

dealing employee relations they exhibit and display firmness and fairness even in

sensitive situations to command respect from all corners. There should be a

balance with employer & employee relationship. They always try to maintain the

sanctity of this situation.

6. Confront Problems.

In Cisco, HR managers do not escape from tricky situations. They try to resolve all

the problems and it is one of the main part of his functions. They confront the problems as they arise and disseminate them. It saves organization irreparable

losses to organization culture.

7. To apply the principal of 20-80.

As a HR professional it is not necessary all the time to use technical knowledge

for achieving excellence but what is required is skill of dealing with people and

this ratio is known as 20-80. 80% is of your people handling skills in all situationswith common sense management of human dignity and 20% is of your technical

knowledge. If your reverse this ratio, you may never achieve excellence. This

principal is followed during HR practices in CISCO.




3.2 Cisco Performance Management : Comparison

Comparison

The following shows the scenario of Performance Management activities in other companies.

Some practices followed in other organizations are:

Hughes Software Systems

Individual as well as team achievements are recognized at an organization level

Concept of „Snap Awards‟ exists which are accolades that help in recognizing the

individuals for their efforts in the organization

The „Snap Awards‟ are given on a quarterly basis usually followed by a party

The awards are given under the following categories –

o Most Initiatives

o Best Customer Orientation

o Best Team Worker

o Most Innovative

The other awards given are Presidential Awards for overall excellence, Best People

Award, Best Manager Award

These awards help in improving peer recognition and help in enhancing the self esteem

and work ethic of an individual at the workplace

Regular awards and recognitions are generally sent across by means of E Greetings over

the intranet system of the organization

Mind Tree Consulting

All the concerned employees associated with the concerned project are informed of the

happenings with the project

At times of project delivery or winning the bid for a project, a bell is rung in the

company so that its employees are aware of the developments




„Mind Tree Minds‟ is an intra-organization magazine released on a monthly basis

highlighting the achievements as well as contributions made by the employees across the

organization

Every month, randomly, a few people are chosen to meet with the higher management so

as to assess their development path within the organization as well get the right

perspective of their work

These steps help in boosting morale and commitment towards the organization

Philips Software Centre

The performance is measured by their deliverables as well as their practise of company

values The „global appraisal team‟ involves the employee in the entire performance

management – planning, goal setting, work review, coaching, developmental appraisal.




3. 3 COMPONENTS OF EXCELLENT PERFORMANCE MANAGEMENT

Cisco

Leadership

Choice of

right

candidate

Effective

Induction

Clearly

defined

Expectations

Firm and fair

Management

Problem

confrontation

Application

of 80-20

rule




4. RECOMMENDATIONS

Use of effective performance potential matrix

The performance – potential matrix is a tool used in evaluating an organization‟s talent pool. The

X axis measures leadership performance and the Y axis measures the leadership potential. The

two extreme categories are cell 1A - High Performance/High Potential, cell 3C - Low

Performance/Low Potential. The matrix helps to assess the population on two dimensions.

The tool could be used by HR person, OD consultant, or someone responsible for leadership

development or succession planning. Relevant information like years in current position,

diversity status, retention risk, or relocatability should be collected.

It‟s easy to choose somebody in the 1A box (highest performance and potential) where there is

little disagreement. A lot of questions must be asked following which others should be allowed

to comment. The crux of this process is in the discussion. The comments from everyone become




a benchmark for the decision making. If disagreement in perception, the manager is asked if he

wants to change his mind based on the feedback – usually they do – but if not, leave it. One can

then discuss rest of the names in the cell 1A, then move to the bordering cells (1B and 2A). Then

move to the cell 3C, and again, facilitate a dialog to establish another benchmark. The process

will be continued for each person. Once the conclusions have been made and recorded, the same

should be discussed over a meeting so as to decide the roles of every leader. The high potential

pool is generally marked by the cells 1A, 1B and 2A.




5. REFERENCES

http://en.wikipedia.org/wiki/Cisco_Systems

http://www.cisco.com/

http://www.citehr.com/140427-hr-practices-new-year-performance-

management.html

http://www.hrvillage.in/CommonRooms.asp?Show=1&NAV=2

http://www.hrvillage.in/CommonPosting.asp?topicid=2668





http://www.citehr.com/140427-hr-practices-new-year-performance-management.html










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