Innovation in Performance Management

Anil Kumar Misra29th June 2012

Planning Performance

Managing Performance

MeasuringPerformance

RewardingPerformance Performance

Management Cycle

Planning Performance

Capturing measurable and qualitative objectives

Alignment with company goals

Mutually agreed and accepted objectives

Consistent support in providing resources, training, guidance, coaching etc

Managing Performance

Measuring Performance

On going performance feedback

Supporting evidence during performance discussion

Skill & Will issue while conducting performance review

Rewarding Performance

Transparency in reward process

Performance based pay

Innovation in Performance

Dedicating performance weightage towards innovative activities

Allow people to make mistakes

Balanced Score Card Approach

Innovation in Performance

720 degree Feedback approach

Technology - Peoplesoft 9.1

Thank you

• HRD 2010: Cadbury introduces ‘720-degree’ feedback (http://www.peoplemanagement.co.uk/pm/articles/2010/04/hrd-2010-cadbury-introduces-720-degree-feedback.htm)

Delegates at yesterday’s HRD conference could be forgiven for feeling a little dizzy after a presentation by Cadbury. Not content with 360 degree feedback for her new leadership development programme, Sarah Smith, head of the L&D centre of excellence for Cadbury UK&I, went a step further – “720 degree” feedback includes input from a leader’s family and friends, as well as business colleagues and direct reports. “The 720 degree approach gives people a very different view of themselves as leaders and individuals,” Smith explained. It proved an integral part of Cadbury’s transformational leadership programme, which also saw leaders become involved in long-term charity projects.

• http://www.authorstream.com/Presentation/aSGuest75612-658726-720degreeappraisal/

this link talks about JJABT implementing 720 degree feedback and its impact

• Move beyond the Boardroom: Perf Mgt can shine with a bottom-up approach built on the foundation of trust.

• Managers fear that rationale system deprives them of arbitrariness: there are appraisers who see in their subordinates what they want to see, instead what they are actually.

• One size fits all fantasy: another question before HR is whether standardization on the process. Will work? Why should we make the process complex by developing different forms according to the levels and function in an organization, is the argument by HR. No, we do it to improve performance.

Performance appraisal should be viewed as a beneficial process within the context of an effective system of personnel management. It should be accepted as a normal management responsibility to review performance of all employees and for all managers to discuss performance with their subordinates regularly.