PerformanceManagement<br />Divya Mishra<br />Hanish Pahwa<br />Purdue University<br />School of Management<br />1<br />
Outline<br /><ul><li>What is Performance Management?
Performance Management System
Purpose of Performance Management
Performance Feedback
Rater Error in Measuring Performance
Conclusion
Reference
Questions</li></ul>2<br />
What is Performance Management?<br /><ul><li>The means through which managers ensure that employee’s activities and output...
Performance Management System<br /><ul><li>Performance management system has three parts :</li></ul>Defining Performance<b...
Purpose of Performance Management<br /><ul><li>Strategic Purpose -Link employee activities with the organization’s goal
Administrative Purpose - e.g. salary administration, retention-termination and layoffs
Developmental Purpose - Seeks to improve the performance of employees when they do not perform up to the expectations</li>...
My Employers<br /><ul><li>Past Employer</li></ul>	Infosys Technologies Limited, India<br /><ul><li>Present Employer</li></...
Infosys Technologies Ltd.<br />7<br />
Infosys Technologies Ltd.<br /><ul><li>Provider of IT services, Engineering services, BPO services and consulting services...
Started in 1981 by seven people with US$250. Today revenue of over US$4 billion
50 offices and developmental centers in India, China ,UK , USA, Australia ,Canada  and Europe
First Indian company that appeared on NASDAQ</li></ul>8<br />
At Infosys<br /><ul><li>Software developer
Team of five people
Worked for 20 months</li></ul>9<br />
India on World Map<br />10<br />
Infosys Clients <br />11<br />
Infosys Technologies Ltd.<br />12<br />
Performance Measurement Method<br /><ul><li>Consolidated Relative Ranking(CRR)
 Assessment of an individual’s performance relative to the performance of people within his/her peer group.
Rating ranges from 1+ to 4
1+ is Star Performance
4 is underperformance
Online system –Performagic</li></ul>13<br />
14<br />Star Performance<br />10%<br />Star Performance<br />Exceeds Expectations<br />15%<br />Exceeds expectation<br />6...
Performagic<br /><ul><li>Online tool to measure performance on task
Performed twice a year
First step - Self Assessment(by appraisee)
Second  step - Review  by Team Leader in a one to one meeting(appraiser)
Third step - Final review by Project Manager(Reviewer)</li></ul>15<br />
CRR<br />Overall Performance based on:<br /><ul><li>Task assigned (as per PERFORMAGIC)
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Infosys, Performance Measurement( CRR - Consolidated Relative Ranking)

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Infosys, Performance Measurement( CRR - Consolidated Relative Ranking)

  1. 1. PerformanceManagement<br />Divya Mishra<br />Hanish Pahwa<br />Purdue University<br />School of Management<br />1<br />
  2. 2. Outline<br /><ul><li>What is Performance Management?
  3. 3. Performance Management System
  4. 4. Purpose of Performance Management
  5. 5. Performance Feedback
  6. 6. Rater Error in Measuring Performance
  7. 7. Conclusion
  8. 8. Reference
  9. 9. Questions</li></ul>2<br />
  10. 10. What is Performance Management?<br /><ul><li>The means through which managers ensure that employee’s activities and outputs are congruent with the organization’s goals.</li></ul>3<br />
  11. 11. Performance Management System<br /><ul><li>Performance management system has three parts :</li></ul>Defining Performance<br />Measuring performance(Performance Appraisal)<br />Feedback<br />4<br />
  12. 12. Purpose of Performance Management<br /><ul><li>Strategic Purpose -Link employee activities with the organization’s goal
  13. 13. Administrative Purpose - e.g. salary administration, retention-termination and layoffs
  14. 14. Developmental Purpose - Seeks to improve the performance of employees when they do not perform up to the expectations</li></ul>5<br />
  15. 15. My Employers<br /><ul><li>Past Employer</li></ul> Infosys Technologies Limited, India<br /><ul><li>Present Employer</li></ul> SADC (Skill Assessment and Developmental Center), PUC<br />6<br />
  16. 16. Infosys Technologies Ltd.<br />7<br />
  17. 17. Infosys Technologies Ltd.<br /><ul><li>Provider of IT services, Engineering services, BPO services and consulting services etc
  18. 18. Started in 1981 by seven people with US$250. Today revenue of over US$4 billion
  19. 19. 50 offices and developmental centers in India, China ,UK , USA, Australia ,Canada and Europe
  20. 20. First Indian company that appeared on NASDAQ</li></ul>8<br />
  21. 21. At Infosys<br /><ul><li>Software developer
  22. 22. Team of five people
  23. 23. Worked for 20 months</li></ul>9<br />
  24. 24. India on World Map<br />10<br />
  25. 25. Infosys Clients <br />11<br />
  26. 26. Infosys Technologies Ltd.<br />12<br />
  27. 27. Performance Measurement Method<br /><ul><li>Consolidated Relative Ranking(CRR)
  28. 28. Assessment of an individual’s performance relative to the performance of people within his/her peer group.
  29. 29. Rating ranges from 1+ to 4
  30. 30. 1+ is Star Performance
  31. 31. 4 is underperformance
  32. 32. Online system –Performagic</li></ul>13<br />
  33. 33. 14<br />Star Performance<br />10%<br />Star Performance<br />Exceeds Expectations<br />15%<br />Exceeds expectation<br />60%<br />Met Expectations<br />Met Expectations partially / with help<br />10%<br />Did not meet Expectations<br />5%<br />
  34. 34. Performagic<br /><ul><li>Online tool to measure performance on task
  35. 35. Performed twice a year
  36. 36. First step - Self Assessment(by appraisee)
  37. 37. Second step - Review by Team Leader in a one to one meeting(appraiser)
  38. 38. Third step - Final review by Project Manager(Reviewer)</li></ul>15<br />
  39. 39. CRR<br />Overall Performance based on:<br /><ul><li>Task assigned (as per PERFORMAGIC)
  40. 40. Consistency of performance
  41. 41. Complexity of work environment
  42. 42. Living the Infosys values
  43. 43. Demonstrated capability in taking up higher responsibilities </li></ul>16<br />
  44. 44. CRR<br /><ul><li>Compare overall performance of employee relative to peer group
  45. 45. Resolve conflict, if any
  46. 46. End of performance appraisal process</li></ul>17<br />
  47. 47. CRR<br />CRR rating impacts three key areas :<br /><ul><li>Individual Performance Incentives
  48. 48. Promotional Opportunities
  49. 49. Salary Reviews</li></ul>18<br />
  50. 50. CRR<br /><ul><li>Star performers awarded with STAR INFOSIAN certificate
  51. 51. Salary hike
  52. 52. Promotion</li></ul>19<br />
  53. 53. Performance Measurement for fresh hires<br /><ul><li>Four months training period
  54. 54. Trainee graded at the end of every module
  55. 55. Grading based on CGPA
  56. 56. A highest (CGPA 5), F lowest (CGPA 3)
  57. 57. Special sessions for underperformers
  58. 58. Mandatory ILI sessions(Infosys Leadership Institute)
  59. 59. ILI helps trainee live Infosys values</li></ul>20<br />
  60. 60. 21<br />2. Skill Assessment Developmental Center<br />
  61. 61. Skill Assessment and Developmental Centre(SADC)<br /><ul><li>Supplemental Instructor(SI)
  62. 62. MGMT 225-Fundamental of Managerial Statistics
  63. 63. Instruct students after class twice a week
  64. 64. 10 hours job per week</li></ul>22<br />
  65. 65. SADC – Performance Evaluation<br /><ul><li>Evaluation done once a semester
  66. 66. Meeting with the SI Supervisor
  67. 67. Discussion on performance by evaluating observation record
  68. 68. Feedback from students through survey but not often
  69. 69. More chances of being hired in next semester if performed well</li></ul>23<br />
  70. 70. My Employers<br /><ul><li>Past Employer</li></ul>Moolchand Medicity, India<br /><ul><li>Present Employer</li></ul>School of Management, PUC<br />24<br />
  71. 71. Moolchand Medicity<br />25<br />
  72. 72. Headquarter Moolchand Medicity<br />26<br />
  73. 73. Moolchand Medicity<br /><ul><li>India’s foremost names in healthcare
  74. 74. India's first JCI and Comprehensive NABH Accredited Hospital
  75. 75. Joint Commission International Accreditation, USA
  76. 76. “Patients First” culture result in Moolchand being “Simply Better”</li></ul>27<br />
  77. 77. At Moolchand Medicity<br /><ul><li>Senior Executive
  78. 78. Team of five members
  79. 79. Maintained relation with the corporate clients
  80. 80. Worked for 2 years</li></ul>28<br />
  81. 81. Performance Measurement<br /><ul><li>Performed twice a year
  82. 82. One to one meeting with the Assistant Manager or corresponding head
  83. 83. Discussion on the yearly performance on different parameters
  84. 84. Some of the parameters are:</li></ul>Intelligence and decision making capabilities<br />Revenue/cost focus<br />Leadership and acceptability<br />Integrity and loyalty towards organization<br />29<br />
  85. 85. Scale of Performance Measurement<br /><ul><li>Outstanding
  86. 86. Above average
  87. 87. Average
  88. 88. Below Average</li></ul>30<br />
  89. 89. Rewards<br /><ul><li>Monetary Rewards/Salary Hike
  90. 90. Promotional Opportunities
  91. 91. Recognition Awards for the best performer</li></ul>31<br />
  92. 92. Present Employer<br /><ul><li>School of Management
  93. 93. Graduate Assistant
  94. 94. Purdue University ,Calumet</li></ul>32<br />
  95. 95. Performance Feedback<br /><ul><li>Should be frequent
  96. 96. Focus on solving problems
  97. 97. Focus feedback on the results not on the person
  98. 98. Ask the employee to rate his/her performance before the session and encourage participation of the employee
  99. 99. Recognize effective performance through praise.</li></ul>33<br />
  100. 100. Importance of Feedback<br /><ul><li>Employee becomes aware of his/her strength and weakness
  101. 101. Improves employee’s productivity
  102. 102. Helps in meeting the professional goals of the company and improving competencies between the employees.</li></ul>34<br />
  103. 103. Rater Error in Performance Measurement<br /><ul><li>Similar to me - Judging those who are similar to us more highly than those who are not
  104. 104. Contrast- Comparing individuals with one another instead of against an objective standard
  105. 105. Halo-when one positive performance aspect causes the rater to rate all other aspect positively
  106. 106. Horn-when one negative performance aspect causes the rater to rate all other aspect negatively
  107. 107. Distributional Errors-Result of rater's tendency to use only one part of the rating scale</li></ul>35<br />
  108. 108. Conclusion<br /><ul><li>Performance management
  109. 109. Purpose of Performance Management
  110. 110. Importance of feedback for an employee
  111. 111. Errors in measuring performance</li></ul>36<br />
  112. 112. References<br /><ul><li>Noe. Hollenbeck. Gerhart. Wright</li></ul> Human Resource Management(6th edition)<br /><ul><li>www.infosys.com
  113. 113. www.moolchandhealthcare.com</li></ul>37<br />
  114. 114. Questions<br />38<br />
  115. 115. 39<br />

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