E-LAB Group presentation

1. Presented By-
Divyanka Bansal (19DM067)
Garima Singh(19DM070)
Harshika Sahdev(19DM078)
Kanika Sethi(19DM089)
Manishika Shekhawat(19DM103)
Manvi Jain (19DM106)

2. Performance Management System in
the organizations have moved from
rank focused approach to development
focused approach

3. Performance management encompasses
activities such as joint goal setting, continuous
progress review and frequent communication,
feedback and coaching for improved
performance, implementation of employee
development programmes and rewarding
achievements.

4. The term performance management gained its importance
from the times when the competitive pressures in the market
place started rising and the organizations felt the need of
introducing a comprehensive performance management
process into their system for improving the overall productivity
and performance effectiveness..

5. During this period, Annual Confidential Reports (ACR’s)which was
also known as Employee service Records were maintained for
controlling the behaviors of the employees and these reports
provided substantial information on the performance of the
employees.
The key hallmark of this phase was that whatever adverse remarks
were incorporated in the performance reports were communicated
to the employees so that they could take corrective actions for
overcoming such deficiencies
In this phase the term ACR was replaced by performance appraisal
One of the key changes that were introduced in this stage was that
the employees were permitted to describe their accomplishments in
the confidential performance reports. The employees were allowed
to describe their accomplishments in the self appraisal forms in the
end of a year
In this phase, the appraisal process was more development driven,
target based (performance based), participative and open instead
of being treated as a confidential process. The system focused on
performance planning, review and development of an employee by
following a methodical approach.
This phase was characterized by maturity in approach of handling
people’s issues. It was more performance driven and emphasis was
on development, planning and improvement. Utmost importance was
given to culture building, team appraisals and quality circles were
established for assessing the improvement in the overall employee
productivity.

7. Goal Setting
Google’s performance management philosophy has always been fairly
nontraditional. Formal rankings have never been a part of the company’s
process. Instead, employee goal-setting has been a part of Google’s DNA
since the beginning

8. Accenture is abandoning the annual review in exchange for a solution that’s simply more
accurate. Its new model is designed to better chart the ongoing performance
discussions between employees and their managers.The company is shifting focus to
immediate performance development, rather than an annual forced ranking based on
the past year’s metrics, and is using an internal app to help those within the
organization relay feedback.

9. Minneapolis food producer and distributor Cargill Inc. was struggling to engage and motivate
its 155,000 employees worldwide. It became a true trendsetter in 2012 when it introduced its
“Everyday Performance Management” system, designed to incorporate daily encouragement
and feedback into on-the-job conversations. Cargill says it’s seen measurable improvements
after managers began giving constructive feedback that was forward-looking, instead of
reviewing what had happened in the past.

10. Human capital is every business’s greatest
resource. The future of performance
management will include more feedback and
place a greater emphasis on development.
And as employees become even better at
their jobs, it’s a win-win for everyone..
Thank you