Performance management Beyond ratings & rankings Jayakumar Balasubramanian [b.jayakumar@gmail.com]
Sub topics  <ul><li>Bigger context  </li></ul><ul><li>Why strategic? </li></ul><ul><li>Philosophy of 'selection' </li></ul...
Bigger context <ul><li>The difference between “Career” and “Job” </li></ul><ul><li>Average career-span for knowledge worke...
Its strategic! <ul><li>Knowledge industry depends on people </li></ul><ul><li>Organization (business) growth directly prop...
A case to consider <ul><li>Say for example, an organization moving from a start-up mode to mature mode. In this case, reta...
The same can be said as..
Operational aspects <ul><li>Partnering process: </li></ul><ul><ul><li>Line/Middle managers mapping career aspiration of in...
The 'Differentiation' factor <ul><li>Why to differentiate? </li></ul><ul><li>Organizational selection and building process...
A case to consider <ul><li>Say for example, Engineer A and B work in the same team. Former is extremely talented individua...
Call to add value <ul><li>Offshore R & D centers in India has been existing to offer 'cost' advantage </li></ul><ul><li>Wi...
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Performance management primer

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Performance management is not about ratings & salary raises. It is strategic activity, warrants serious attention from middle management.

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  • Performance management is often mistakenly understood as a way to appraise an individual&apos;s salary or grade. While it has become a practice in growing economies like India, the deeper aspects of performance management goes beyond salary revision.
  • Every organization goes thro&apos; change in 10 years. If not, they go out of business. Given the fact that average career span of a knowledge worker is 40 years, individuals as professionals has to at least change once in 10 years; Performance management system should be seen as a way to make those changes happen.
  • Say for example, an organization is moving from a start-up mode to a mature mode. In this case retaining and establishing long term association with customers is more important than looking out for new customer. In the start-up mode, it is quite possible that TTM (time-to-market) was a priority where quality of the customer deliverable can take a back seat. With organizational priority changing towards retaining customers, the quality factor takes the number one priority. In a R &amp; D engineering organization this would eventually boil down to the task of conducting effective code reviews.
  • Performance management primer

    1. 1. Performance management Beyond ratings & rankings Jayakumar Balasubramanian [b.jayakumar@gmail.com]
    2. 2. Sub topics <ul><li>Bigger context </li></ul><ul><li>Why strategic? </li></ul><ul><li>Philosophy of 'selection' </li></ul><ul><li>The 'differentiation' factor </li></ul><ul><li>Call to add value </li></ul>
    3. 3. Bigger context <ul><li>The difference between “Career” and “Job” </li></ul><ul><li>Average career-span for knowledge worker is 40 years </li></ul><ul><li>An annual/bi-annual incremental activity required to grow in terms of skills, learning, responsibilities </li></ul><ul><li>How much of my work impact business? </li></ul><ul><li>Serves are a guiding factor/reference point </li></ul>
    4. 4. Its strategic! <ul><li>Knowledge industry depends on people </li></ul><ul><li>Organization (business) growth directly proportional to people growth </li></ul><ul><li>Long term investment in people </li></ul><ul><li>Organization mission has to be translated into executable actions for producing results </li></ul><ul><li>The alignment process happens via performance management system </li></ul><ul><li>However, cascading the vision town to every individual's goals is the most challenging item </li></ul>
    5. 5. A case to consider <ul><li>Say for example, an organization moving from a start-up mode to mature mode. In this case, retaining and establishing long term association with customers is more important than looking out for new customers. In the start-up mode, it is quite possible that TTM (time-to-market) was a priority where quality of the customer deliverable can take a back seat. With organizational priority changing towards retaining customers, the quality factor takes the number one priority. </li></ul><ul><li>In a R & D engineering organization this would eventually boil down to the task of conducting effective code reviews. This task would be one of the goals for engineers, thereby aligning things with top. </li></ul>
    6. 6. The same can be said as..
    7. 7. Operational aspects <ul><li>Partnering process: </li></ul><ul><ul><li>Line/Middle managers mapping career aspiration of individuals with organizational strategic priorities </li></ul></ul><ul><ul><li>Tool for empowerment [Not about &quot;survival of the fittest&quot;] </li></ul></ul><ul><ul><li>Not about executing &quot;Manager's Agenda&quot;[Every manager gets evaluated </li></ul></ul><ul><li>Performance plan: </li></ul><ul><ul><li>Specific goals and measures associated with it </li></ul></ul><ul><ul><li>Can change during a period of evaluation </li></ul></ul><ul><ul><li>Its both &quot;What&quot; (results) and &quot;How&quot; (behavioral) aspects </li></ul></ul><ul><ul><li>Finally - Its all about the passion an individual brings into the table </li></ul></ul>
    8. 8. The 'Differentiation' factor <ul><li>Why to differentiate? </li></ul><ul><li>Organizational selection and building process </li></ul><ul><li>Alignment with core values and mission </li></ul><ul><li>Miss-alignment needs to be weeded out </li></ul>“ Running your company without differentiation among your businesses or product lines may have been possible when the world was less competitive. But with globalization and digitization, forget it. Managers at every level have to make hard choices and live by them” - Jack Welch
    9. 9. A case to consider <ul><li>Say for example, Engineer A and B work in the same team. Former is extremely talented individual who can produce results quickly. However he has serious integrity issues and totally lacks listening skills. Later is not that highly talented but has strong values. During crisis situations he can be relied on. </li></ul><ul><ul><li>Between A and B, how the differentiation should be applied? </li></ul></ul><ul><ul><li>In a particular evaluation cycle, who should be rated higher? </li></ul></ul><ul><ul><li>Given a choice whom would you prefer in long term? </li></ul></ul><ul><ul><li>Choosing B, means compromising on competitiveness? </li></ul></ul><ul><ul><li>Choosing A, means long term risk? </li></ul></ul><ul><ul><li>How to handle A & B in subsequent evaluation cycles? </li></ul></ul>
    10. 10. Call to add value <ul><li>Offshore R & D centers in India has been existing to offer 'cost' advantage </li></ul><ul><li>With wages heading North, adding value becomes critical for long term sustainability </li></ul><ul><li>Domestic market is not that attractive as a viable market (leaving few cases) </li></ul><ul><li>Performance management system should be the core thro' which competitiveness needs to driven (not as an annual/bi-annual 'ceremory' for name sake) </li></ul>
    11. 11. Thank you! Got comments/inputs about this presentation? Please send them to [email_address]

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