The document discusses continuous performance management as an alternative to traditional annual performance reviews. It defines continuous performance management as an ongoing process of setting near-term objectives, regular check-ins, and real-time feedback throughout the year. The document provides reasons why continuous performance management is better suited for modern fast-paced businesses, including that it promotes agility, employee empowerment, and transparent dialogue. Examples are given of companies like Adobe and Cargill that have successfully transitioned to continuous performance management models. Benefits cited include improved employee performance, development, and retention.
Special Report: The Secret to Increasing Workforce Performance through Great ...StaffCircle Ltd
The business marketplace has never been more competitive. Lower barriers to entry, a global audience, rapid product development, and several other areas combine to create a fast-moving, ever-changing environment. Against this shifting background it’s vital to take a step back and look at the most important part of your business — your employees.
Getting People to Talk : Creating a Culture of Continuous Performance Manage...Bhupesh Chaurasia
The need to more effectively engage employees coupled with advances in social, mobile, and cloud technology have created an explosion of innovation in continuous performance management methods. The primary goal of continuous performance management is to create effective ongoing conversations and feedback between employees, managers,and coworkers to drive agile and continuous performance improvement and development.Putting continuous performance management into practice involves much more than creating a new
process or deploying a new application.
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...Snag
Performance management in the service industry is no easy task. You’ve got a lot of locations and higher-than-average turnover. Keeping frontline employees engaged, while developing your best ones for future management positions is not only a top concern for most companies, but also crucial to overall business success.
Check out our ‘High-Impact Performance Management’ webinar presentation, featuring our performance management expert, Dr. Chris Wright, and Flash Foods’ Training Manager, Michelle Davis, to receive 1 credit hour toward HRCI recertification and:
– Discover the 4 secrets to develop your top performers and build your leadership bench
– Hear how Flash Foods is increasing evaluation efficiency by 75% and saving 750 hours/year
– Uncover the 6 mistakes so many companies are making in the performance management process … and how to correct them
– Understand how increasing feedback can also increase employee engagement, retention and customer service
Special Report: The Secret to Increasing Workforce Performance through Great ...StaffCircle Ltd
The business marketplace has never been more competitive. Lower barriers to entry, a global audience, rapid product development, and several other areas combine to create a fast-moving, ever-changing environment. Against this shifting background it’s vital to take a step back and look at the most important part of your business — your employees.
Getting People to Talk : Creating a Culture of Continuous Performance Manage...Bhupesh Chaurasia
The need to more effectively engage employees coupled with advances in social, mobile, and cloud technology have created an explosion of innovation in continuous performance management methods. The primary goal of continuous performance management is to create effective ongoing conversations and feedback between employees, managers,and coworkers to drive agile and continuous performance improvement and development.Putting continuous performance management into practice involves much more than creating a new
process or deploying a new application.
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...Snag
Performance management in the service industry is no easy task. You’ve got a lot of locations and higher-than-average turnover. Keeping frontline employees engaged, while developing your best ones for future management positions is not only a top concern for most companies, but also crucial to overall business success.
Check out our ‘High-Impact Performance Management’ webinar presentation, featuring our performance management expert, Dr. Chris Wright, and Flash Foods’ Training Manager, Michelle Davis, to receive 1 credit hour toward HRCI recertification and:
– Discover the 4 secrets to develop your top performers and build your leadership bench
– Hear how Flash Foods is increasing evaluation efficiency by 75% and saving 750 hours/year
– Uncover the 6 mistakes so many companies are making in the performance management process … and how to correct them
– Understand how increasing feedback can also increase employee engagement, retention and customer service
Your workforce is the enginethat drives your company for-war.docxdanielfoster65629
Your workforce is the enginethat drives your company for-
ward. Like any engine, however,
your workforce needs to receive
proper attention and ongoing ser-
vice to continue operating effective-
ly. In the garage, this concept is
known as preventive maintenance,
but in the business world it’s known
as performance management. In
both instances, the businesses that
do it best are the ones that see their
engines firing on all cylinders.
The Evolution of Performance
Management
The concept of performance man-
agement is nothing new. In fact, its
roots can be traced back as far as
the Third Century when Chinese
emperors established a perfor-
mance review system for the offi-
cial family. In the mid-16th Centu-
ry, Saint Ignatius of Loyola
established a formal rating system
for members of the Jesuit Society.
Finally, in the early part of the 20th
Century, performance appraisals
began to take hold as a common
practice in corporate America with
managers developing annual
appraisal systems for their subordi-
nates, typically blue-collar workers.
Clearly, the principles of perfor-
mance management have contin-
ued to evolve. Today, many orga-
nizations are still using that once-
a-year, top-down approach to
performance management, though
it’s in serious need of a refresh.
Instead, they need to think of per-
formance appraisal as a dynamic
assessment that flows in all direc-
tions at all times.
Unfortunately, if your organiza-
tion’s performance management
approach needs to be brought up
to date, it can be a significant chal-
lenge. To help, here are some prac-
tical suggestions you can use in
your office.
Start with Alignment: Before
implementing a performance
management approach or estab-
lishing benchmarks for success, it’s
important that you assess your
strategic organizational goals.
Work with your senior leadership
and executive teams to get a clear
understanding of your organiza-
tion’s plans, both short-term and
long-term. Only after you have
this knowledge can you begin to
tailor your performance manage-
ment approach to meet your
enterprise-wide objectives regard-
ing performance, timelines, deliv-
erables, and responsibilities.
Involve Your Employees Up
Front: Your employees should be
actively involved in the design and
ongoing maintenance of the per-
formance management program,
if possible. Consider forming a
steering committee or task force of
representatives from different
departments. Ideally, in order to
gain the most comprehensive per-
spective possible, this group would
consist of employees with different
experience levels and tenures
within your company. They can
help translate the organizational
goals into day-to-day language
that the workforce will understand
and appreciate. The group can
also provide feedback on what’s
working and what isn’t in order to
continually refine your perfor-
mance management system.
Measure What Matters: When
developing t.
Human Capital InstituteThe Global Association for Strategic .docxwellesleyterresa
Human Capital Institute
The Global Association for Strategic
Talent Management
Agile Performance
Management:
HR’s Next Big Move
A G I L E P E R F O R M A N C E M A N A G E M E N T : H R ’ S N E X T B I G M O V E | 2
I N T R O D U C T I O N
It’s no secret that the shortfalls and failures of traditional
performance management have become glaringly apparent
for most of today’s organizations. Widely debunked are the
conventional talent management and performance measurement
models that rely on tools such as annual performance reviews or
even the more recently embraced 360-degree feedback process.
The reasons that traditional performance management no longer
works are myriad. They range from the academic (the traditional model
is based on an archaic view of worker performance) to the everyday
(it’s viewed as a hassle and time drain that doesn’t truly benefit the
employee, the manager, or the organization).
The perceptions are not anecdotal. HCI’s 2014 Talent Pulse survey
and research report, “Conducting Dynamic Performance Appraisals,”
found that:
�� Barely half of all respondents (55 percent) believe annual
performance reviews are accurate evaluations of their workforce’s
production and capabilities
�� Not quite 4 in 10 (39 percent) agree that their appraisals are effective
at improving performance
�� Nearly 6 in 10 (58 percent) dislike their organization’s performance
review system
The irony is that performance management remains a critical concern
for most organizations. A meaningful 75 percent of respondents
in Deloitte’s “Global Human Capital Trends 2015” rated performance
management as “important” or “very important.”
http://www.hci.org/hr-research/2014-talent-pulse-conducting-dynamic-performance-appraisals
http://www2.deloitte.com/us/en/pages/human-capital/articles/introduction-human-capital-trends.html
A G I L E P E R F O R M A N C E M A N A G E M E N T : H R ’ S N E X T B I G M O V E | 3
I N R E S P O N S E , C H A N G E I S H A P P E N I N G :
Companies are slowly abandoning traditional performance
review models in favor of systems that simply work better
in today’s business environment. That movement is driven by
a model that is more dynamic, sets goals that are more agile, and
favors constant learning. Different from traditional performance
management, the method that HCI sees emerging is valued for
focusing on goal setting, coaching, and providing more continuous
feedback. As more and more companies are openly questioning
the value of traditional performance management and looking
for options, they see recognized, respected companies in myriad
sectors moving to agile performance management.
89 percent of respondents
to the Deloitte survey
said they had recently
changed their performance
management process
or plan to do so within
18 months.
HCI has seen a
significant increase
in requests for
training in a new
kind o ...
Reinventing Performance Management: How to Measure Performance, Boost Employe...Snag
Sleeplessness. Stomach aches. Paralyzing fear. These are just some of the symptoms many employees experience in the days leading up to a performance review. And it’s not just your employees dreading them … even 95% of managers aren’t satisfied with their company’s performance management process.
So why do we keep up the same ole-same ole review process when no one’s happy with it? Check out our ‘Reinventing Performance Management’ presentation with our performance management experts from Reliant and Love’s Travel Stops & Country Stores to:
-- Understand why so many of today’s performance management processes are broken … and how to fix them
-- Discover how to implement a review cycle that’s both regular and meaningful
-- Learn new performance management strategies to better engage team members and drive productivity
-- Find out how to streamline the review process to save time and resources
-- Determine whether your company is guilty of “rater bias” and how to avoid it
The definition of talent management is the meticulously planned, strategic process of bringing on the right personnel and assisting them in reaching their full potential while keeping organizational objectives in mind.
Effectiveness of Performance Management SystemCeline George
According to several studies conducted by leading management exponents, it is estimated that there are about 48% of employees who are disengaged at their workplace.
Read Blog: https://www.openhrms.com/blog/how-to-measure-effectiveness-of-performance-management-system
In this file, you can ref useful information about appraisal of performance such as appraisal of performance methods, appraisal of performance tips, appraisal of performance forms, appraisal of performance phrases … If you need more assistant for appraisal of performance, please leave your comment at the end of file.
Your workforce is the enginethat drives your company for-war.docxdanielfoster65629
Your workforce is the enginethat drives your company for-
ward. Like any engine, however,
your workforce needs to receive
proper attention and ongoing ser-
vice to continue operating effective-
ly. In the garage, this concept is
known as preventive maintenance,
but in the business world it’s known
as performance management. In
both instances, the businesses that
do it best are the ones that see their
engines firing on all cylinders.
The Evolution of Performance
Management
The concept of performance man-
agement is nothing new. In fact, its
roots can be traced back as far as
the Third Century when Chinese
emperors established a perfor-
mance review system for the offi-
cial family. In the mid-16th Centu-
ry, Saint Ignatius of Loyola
established a formal rating system
for members of the Jesuit Society.
Finally, in the early part of the 20th
Century, performance appraisals
began to take hold as a common
practice in corporate America with
managers developing annual
appraisal systems for their subordi-
nates, typically blue-collar workers.
Clearly, the principles of perfor-
mance management have contin-
ued to evolve. Today, many orga-
nizations are still using that once-
a-year, top-down approach to
performance management, though
it’s in serious need of a refresh.
Instead, they need to think of per-
formance appraisal as a dynamic
assessment that flows in all direc-
tions at all times.
Unfortunately, if your organiza-
tion’s performance management
approach needs to be brought up
to date, it can be a significant chal-
lenge. To help, here are some prac-
tical suggestions you can use in
your office.
Start with Alignment: Before
implementing a performance
management approach or estab-
lishing benchmarks for success, it’s
important that you assess your
strategic organizational goals.
Work with your senior leadership
and executive teams to get a clear
understanding of your organiza-
tion’s plans, both short-term and
long-term. Only after you have
this knowledge can you begin to
tailor your performance manage-
ment approach to meet your
enterprise-wide objectives regard-
ing performance, timelines, deliv-
erables, and responsibilities.
Involve Your Employees Up
Front: Your employees should be
actively involved in the design and
ongoing maintenance of the per-
formance management program,
if possible. Consider forming a
steering committee or task force of
representatives from different
departments. Ideally, in order to
gain the most comprehensive per-
spective possible, this group would
consist of employees with different
experience levels and tenures
within your company. They can
help translate the organizational
goals into day-to-day language
that the workforce will understand
and appreciate. The group can
also provide feedback on what’s
working and what isn’t in order to
continually refine your perfor-
mance management system.
Measure What Matters: When
developing t.
Human Capital InstituteThe Global Association for Strategic .docxwellesleyterresa
Human Capital Institute
The Global Association for Strategic
Talent Management
Agile Performance
Management:
HR’s Next Big Move
A G I L E P E R F O R M A N C E M A N A G E M E N T : H R ’ S N E X T B I G M O V E | 2
I N T R O D U C T I O N
It’s no secret that the shortfalls and failures of traditional
performance management have become glaringly apparent
for most of today’s organizations. Widely debunked are the
conventional talent management and performance measurement
models that rely on tools such as annual performance reviews or
even the more recently embraced 360-degree feedback process.
The reasons that traditional performance management no longer
works are myriad. They range from the academic (the traditional model
is based on an archaic view of worker performance) to the everyday
(it’s viewed as a hassle and time drain that doesn’t truly benefit the
employee, the manager, or the organization).
The perceptions are not anecdotal. HCI’s 2014 Talent Pulse survey
and research report, “Conducting Dynamic Performance Appraisals,”
found that:
�� Barely half of all respondents (55 percent) believe annual
performance reviews are accurate evaluations of their workforce’s
production and capabilities
�� Not quite 4 in 10 (39 percent) agree that their appraisals are effective
at improving performance
�� Nearly 6 in 10 (58 percent) dislike their organization’s performance
review system
The irony is that performance management remains a critical concern
for most organizations. A meaningful 75 percent of respondents
in Deloitte’s “Global Human Capital Trends 2015” rated performance
management as “important” or “very important.”
http://www.hci.org/hr-research/2014-talent-pulse-conducting-dynamic-performance-appraisals
http://www2.deloitte.com/us/en/pages/human-capital/articles/introduction-human-capital-trends.html
A G I L E P E R F O R M A N C E M A N A G E M E N T : H R ’ S N E X T B I G M O V E | 3
I N R E S P O N S E , C H A N G E I S H A P P E N I N G :
Companies are slowly abandoning traditional performance
review models in favor of systems that simply work better
in today’s business environment. That movement is driven by
a model that is more dynamic, sets goals that are more agile, and
favors constant learning. Different from traditional performance
management, the method that HCI sees emerging is valued for
focusing on goal setting, coaching, and providing more continuous
feedback. As more and more companies are openly questioning
the value of traditional performance management and looking
for options, they see recognized, respected companies in myriad
sectors moving to agile performance management.
89 percent of respondents
to the Deloitte survey
said they had recently
changed their performance
management process
or plan to do so within
18 months.
HCI has seen a
significant increase
in requests for
training in a new
kind o ...
Reinventing Performance Management: How to Measure Performance, Boost Employe...Snag
Sleeplessness. Stomach aches. Paralyzing fear. These are just some of the symptoms many employees experience in the days leading up to a performance review. And it’s not just your employees dreading them … even 95% of managers aren’t satisfied with their company’s performance management process.
So why do we keep up the same ole-same ole review process when no one’s happy with it? Check out our ‘Reinventing Performance Management’ presentation with our performance management experts from Reliant and Love’s Travel Stops & Country Stores to:
-- Understand why so many of today’s performance management processes are broken … and how to fix them
-- Discover how to implement a review cycle that’s both regular and meaningful
-- Learn new performance management strategies to better engage team members and drive productivity
-- Find out how to streamline the review process to save time and resources
-- Determine whether your company is guilty of “rater bias” and how to avoid it
The definition of talent management is the meticulously planned, strategic process of bringing on the right personnel and assisting them in reaching their full potential while keeping organizational objectives in mind.
Effectiveness of Performance Management SystemCeline George
According to several studies conducted by leading management exponents, it is estimated that there are about 48% of employees who are disengaged at their workplace.
Read Blog: https://www.openhrms.com/blog/how-to-measure-effectiveness-of-performance-management-system
In this file, you can ref useful information about appraisal of performance such as appraisal of performance methods, appraisal of performance tips, appraisal of performance forms, appraisal of performance phrases … If you need more assistant for appraisal of performance, please leave your comment at the end of file.
2. Functions of HR
Recruitment & Staffing
Recruitment is a process of
extracting best talents from a big
pool.
Broadly it looks after the
following two aspects:
1. Attract the talent &
2. Hire the right candidates.
To ensure that the workforce is duly paid for the services, in time & in
compliance with the statutory requirements.
Payroll Management
3. Functions of HR
Appraisals and Performance Management
To appraise performance of
employees, incentivize for better
performance via bonus etc.
Understanding the current
competency (knowledge, skills,
attributes) level of employees, gaps
and design training programs for
both NEW and EXISTING employees
Training & Development
Employee Engagement
To ensure employee’s morale and
motivation are kept high leading to
a highly engaged workforce
4. Functions of HR
Conflict Resolution
In a multi-cultural set-up with
employees from different
background & temperaments,
conflicts are bound to happen. HR
has to ensure that these are
managed for team results.
Employee Relations
To ensure healthy relation between
employee and employer.
Labour Law Compliance
To ensure that the Organization is
compliant to statutory laws –
Industrial Act 1947, PF Act, Gratuity
Act etc.
5. Evolution of HR through Technology
Automation &
Integration of HR
practices
Productivity
• Attendance roll count to biometric based
• Payroll legacy system to SAP
• Record keeping file to e-file
• Learning Management Manuals to Knowledge portal
• Building HR Software to improve on
productivity, monitor performance and
help teams work better
• Agile and engaged workforce
7. What enables HR Partners to be successful?
Develop the skills that underlines
Business Acumen
Consulting Skills
Networking, relationship, and influencing skills
Critical skills to assess progress, review
effectiveness and measure impact
Shift operational work away – to focus on core
Build leadership pipeline
Empower employees
Engage employees
8. Innovation in HR
Earlier
• Invention used to be by Tech. Companies
• HR was an adaptor and user of such
technologies
Now
• HR proactively experiments with new
performance Models, learning strategies,
techniques to up-skill workforce
11. Continuous Performance Management
Since the COVID-19 pandemic, continuous performance management has experienced a new revolution. Com-
panies are now re-evaluating more than ever before on how they conduct performance discussions, their atti-
tude toward Objectives and Key Results (OKRs) and how the annual appraisal process has impacted employee
engagement and company culture.
Agile businesses around the world have come to recognise that the traditional annual appraisal has a lot of
inherent flaws and is no longer viable in the modern world. They are turning instead to continuous performance
management (known to some as agile performance management), a growing trend in human capital manage-
ment.
Below we’ll explore what continuous performance management is, why companies are overhauling their perfor-
mance reviews and how continuous feedback can add real value to your bottom line. We’ll also look at which
continuous performance management tools can be used to make the transition smooth and effortless.
What Is Continuous Performance Management — Explained
Continuous Performance Management in a human resource (HR) management context is defined as perfor-
mance management processes that take place throughout the year on an ongoing basis. It is a continual, holis-
tic process, as opposed to those based on a traditional, one-off annual appraisal.
As feedback occurs more often, it becomes natural for both the manager and the employee to develop
a healthy, trusting and authentic workplace relationship.
These processes include near-term objectives and goal setting, regular one-to-ones (or“check-ins”) and real-
time feedback.
12. Continuous Performance Management
What Is Continuous Performance Management —
Explained
Continuous Performance Management in
a human resource (HR) management context is
defined as performance management processes
that take place throughout the year on an ongoing
basis. It is a continual, holistic process, as
opposed to those based on a traditional, one-off
annual appraisal.
As feedback occurs more often, it becomes natur-
al for both the manager and the employee to
develop a healthy, trusting and authentic work-
place relationship.
These processes include near-term objectives
and goal setting, regular one-to-ones (or“check-
ins”) and real-time feedback.
https://www.clearreview.com/resources/guides/continuous-
performance-management/
13. Continuous Performance Management
Why Is Now the Time for Continuous Performance Management?
Management thought leaders such as the CEB have long been advocating that performance management
should be part of managers’ everyday role and that once or twice-a-year appraisals are not enough to be an
effective use of time.
But it’s no longer just academics who think this. 95% of managers are not satisfied with their organisation’s
annual performance management process, and 75% of employees see yearly reviews as unfair. Another
study has found that only 8% of companies believe that their traditional performance management process
drives business value.
When looking for an alternative to annual appraisals, continuous performance management is a solution that
complements and supports the pace of modern business.
Aside from the fact that more and more companies are turned off by the inefficiencies and limitations of their
traditional performance management processes, there are many reasons why now is the best time to transi-
tion to a more continuous process.
Modern businesses are fast-paced, and with the COVID-19 pandemic coming into the mix, companies face
unexpected pressures and obstacles daily, and they need a performance management system that accom-
modates this reality. Businesses need to be agile to thrive and compete. They need employees who are
empowered, connected and able to take ownership over their work. Continuous performance management
encourages this by providing instant communication, strengthening relationships through transparent dia-
logue and giving employees autonomy and independence — something that greatly appeals to the modern
14. Continuous Performance Management
Why Is Now the Time for Continuous Performance Management?
Management thought leaders such as the CEB have long been advocating that performance management
should be part of managers’ everyday role and that once or twice-a-year appraisals are not enough to be an
effective use of time.
But it’s no longer just academics who think this. 95% of managers are not satisfied with their organisation’s
annual performance management process, and 75% of employees see yearly reviews as unfair. Another
study has found that only 8% of companies believe that their traditional performance management process
drives business value.
When looking for an alternative to annual appraisals, continuous performance management is a solution that
complements and supports the pace of modern business.
Aside from the fact that more and more companies are turned off by the inefficiencies and limitations of their
traditional performance management processes, there are many reasons why now is the best time to transi-
tion to a more continuous process.
Modern businesses are fast-paced, and with the COVID-19 pandemic coming into the mix, companies face
unexpected pressures and obstacles daily, and they need a performance management system that accom-
modates this reality. Businesses need to be agile to thrive and compete. They need employees who are
empowered, connected and able to take ownership over their work. Continuous performance management
encourages this by providing instant communication, strengthening relationships through transparent dia-
logue and giving employees autonomy and independence — something that greatly appeals to the modern
15. Continuous Performance Management
Who Has Adopted Continuous Performance Management?
There are a number of notable companies who have decided to adjust their performance review process to
get the most out of their workforce. Below is a small selection of continuous performance management case
studies that have successfully made the transition.
Adobe Inc
Adobe Inc was the first well-known organisation to adopt continuous performance management when they
ditched their annual appraisal process back in 2012 in favour of“check-ins” and frequent feedback. Adobe
worked hard to embed this new approach into their culture, and that work has paid off with voluntary
turnover decreasing by 30% since they introduced check-ins.
Cargill Inc
US food producer and distributor Cargill also transformed their outdated performance management process
in 2012, launching”everyday performance management” instead.
The company got rid of their annual review forms and performance ratings and instead encouraged man-
agers to have regular, on-the-job conversations and give frequent, constructive feedback. They too have
seen remarkable results with 70% of their employees now indicating they feel valued due to their ongoing
performance discussions with their manager — a massive improvement.
More recently a number of leading, global organisations have implemented continuous performance man-
16. Continuous Performance Management
What Are the Tangible Business Benefits and Outcomes of Regular Check-Ins?
There are many statistics and case studies to back up the efficiency of continuous feedback and its impact
on employee performance, employee development and retention.
Research has found that over 50% of companies that review goals each month are in the top quartile in
terms of financial performance, whereas only 24% of companies that re-evaluate goals once a year made it
into the same bracket. It has also been shown that companies who manage objectives quarterly gener-
ate 30% higher returns than organisations who address them annually.
Frequent feedback is now being labelled the“killer app” and has been shown to boost performance by up
to 39%. A study by Gallup has also found that employees whose managers hold regular one-to-ones with
them are almost three times as likely to be engaged. Furthermore, as mentioned previously, after transition-
ing to agile performance management, Adobe saw a remarkable 30% drop in voluntary turnover.
Importantly, more continuous performance reviews can actually save your company time and money. Annual
reviews take a substantial investment when it comes to management hours and form-filling. Because they
try to accomplish too much in one sitting and because they are so dreaded by everyone involved, they end
up being unproductive and, ultimately, a waste of time.
17. Continuous Performance Management
What Is Stopping Companies From Using Continuous Performance Management?
Given all the clear benefits of continuous performance management, why haven’t all companies made the
transition? Why are some companies still holding onto their annual appraisals?
At Clear Review, we ran a poll to find out.
We discovered 60% of our participants were holding back from continuous reviews because they were wor-
ried about encouraging managers to have more meaningful conversations. This is an understandable con-
cern — the last thing you want is to have more meaningless meetings wasting time in your organisation. This
is why we recommend giving managers appropriate training and guidance, so they know how to conduct
one-on-ones effectively. Managers can also be given a one-on-one meeting template to ensure a productive
coaching and feedback session.
18. Continuous Performance Management
Is There Still a Place for Annual Performance Reviews?
Most organisations that we speak to embrace the concept of continuous performance management, but
many question whether they should still be doing annual performance reviews. Our view is that annual
reviews are, in most cases, an unnecessary bureaucracy.
Performance management is ultimately about supporting employees to perform to their highest potential,
and this cannot be achieved through an annual performance review. Having regular, future-focused check-
ins and giving frequent feedback are proven to be the best way of improving an employee’s performance.
For some organisations, this may leave the question of how they can collate the performance and talent
data they need to make decisions about pay and promotions. Organisations like Deloitte have addressed
this by periodically asking managers a small number of performance and talent-related questions about
each of their team members. If managers are having regular check-ins with their staff and seeing feedback
about them throughout the year, then they can answer these questions without the need for a lengthy
appraisal discussion. We have adopted this same process for our own Clear Review Performance Manage-
ment Software.
19. Continuous Performance Management
How to Implement Continuous Performance Management into Your Company
If you’re looking for practical tips on how to transition to continuous performance management, we can help
you with this organisational change. It all starts with getting your leadership and management team on the
same page — they will need to understand and buy into the benefits offered by agile performance manage-
ment. The appropriate training is also a necessity — managers need to know how to give effective, motiva-
tional feedback during employee on-to-ones.
For a more in-depth, step-by-step process, we have a guide on how to implement continuous performance
management.
20. Continuous Performance Management
What Is the Role of Continuous Performance Management Software?
To be effective, continuous performance management needs to be collaborative, frequent and take place in
real-time rather than retrospectively. It also needs to be monitored to ensure it is being carried out effective-
ly. Continuous performance management software aids this by enabling:
•feedback to be given “in-the-moment” rather than delaying this until the next one-to-one
•action points from check-ins to be captured and followed up, rather than being noted down in a book and
forgotten about
•objectives to be set collaboratively. They also need to align with organisational goals and be regularly
updated
•progress and obstacles to be captured as they happen
•reminders to be sent automatically to those who have not had a check-in or given feedback recently
•HR to have visibility of how often check-ins are taking place across the organisation and how frequently
feedback is being given
•HR to collate performance and talent data without having to carry out formal performance appraisals.
Business is always changing, and technology is always evolving … but when was the last time you made
a significant change to your performance management system? Organisational change might not be quick
and simple, but it is certainly necessary to keep your business thriving long into the future.
24. AI Is Making Recruitment Smarter
Recruiting new hires is a time-consuming and costly process, but thanks to
automation and AI it’s getting easier to find skilled people who are a great fit for
your company.
From automated resume screeners to robot interviewers, a wave of these tech
solutions for recruiting has hit the market.
25. Around the World – Screening – VERA (Russia)
In the one-and-a-half years since
the startup was founded, Russian
based AI-service
Verahas conducted roughly 1.5
million phone interviews
“She collects the CVs according to what the specific position requires and
identifies candidates 10 times faster than a human being could.
Used by MNCs like Pepsico etc.
26. Around the World – Prejudice free Interviews
DNB , one of the largest banks in the Nordic region, is
now the first in the world to recruit for an internship
program with the help of a social AI robot.
27. Around the World – Augmented Writing – Job Descriptions
Inclusivity
Corporations from Nvidia to McDonald’s have used Textio’s original tech to
change up their job listings in the hopes of attracting a wider pipeline.
Able to suggest words that are more likely to attract job applicants and improve
the diversity of those candidates
28. Around the World – Augmented Writing – Job Descriptions
Inclusivity
29. Around the World – Cloud based ERP
Workday claims its use of a single,
cloud-based database for both HCM
and financials provides better integration
and embedded business
intelligence across business functions
than is available in most ERP
systems.
30. Around the World & India – Compliance
• India has more than 40 labour laws regulated by the Ministry of Labour and
Employment, the Government of India and State Government.
• Compliance with these laws is tedious and time-consuming. As a result,
employers often do not comply.
• The scale of noncompliance exceeds the ability of enforcement agencies to
regulate.
31. Internet of Thing (IoT)
HR integrating IoT with workplace helps to :
Monitor remote location working
Continuous performance monitoring
Insights like travel trends, route mapping
Sustenance of sound health – ergonomics, work hours and nutritious cafeteria
food.
34. Where IOCL stands – HR Analytics
At each stage of H2R, analytics forms the backbone of Corporate business decisions
• Cost per hire
• By Corporate HR Team to streamline & optimize hiring actions
• Manpower Planning
• Driven by Corporate and Divisional HR teams to determine gaps and meet
existing/additional manpower needs
• Recruitment
• Hiring is driven on the basis of competency and gaps
• Mentoring
• Adequate check on mentor-mentee ratio, frequency of interaction etc.
• Performance Management System
• Based on ratings, year of experience and DPC recommendations
• Attrition
• To address attrition issues. Main reasons being switch to Civil/higher studies
35. Where IOCL stands – E-platforms
Unnayan Portal
• ePMS
• E-Audit
• Book my Guest House
• e-Tenders
• e-Doc
• Integrated L&D portal
38. Where IOCL stands – Learning Management System
Swadhayay has been meticulously designed by our team of Subject Matter Experts,
Functional Nodal Officers and e-L&D/L&D teams keeping on-the-job requirements
as well as personal development of an officer in mind.
In other words, the content has been kept practical, relevant, and important
39. Where IOCL stands – Mobile Apps
Dhruva is a Single Window App for Retail Officers viz. RDB, Dhruva Quiz, eRACTS,
Xtrapower & IOCL Mkt Div
My ESS - on Mobile for IndianOil Employees to access services like
1. Leave Balance. 2. Pay Data. 3. Nomination Details. 4. Dependants. 5. Holiday List 6.
Furniture/PC Card 7. Off Cycle Payments 8. LFA Details
9. Employee Search 10. Location/Department Head Search
40. Where IOCL stands – Mobile Apps - XERA (2)
XERA is the ESS Robot Assistant for IOCL employees, AI
principled mobile app which answers queries related to ESS
services.
XERA at present extends support
to the ESS related queries like –
1. user access issue
2. tracking the status of pending
claim
3. agent is missing in ESS
4. issues in filling travel expense
5. print out issues in ESS
6. leave balance
7. GH/RH/holidays in any month
8. whether XXXXXX hospital is
nominated or not
9. off cycle details,
42. Where IOCL stands – Book My Guest House
Self Serviced – Booking for Guest House for employees
43. The Future -- IOCL as an Organization
iDrive
Leveraging latest IT tools to enhance productivity and market share
Potential Value Creation - USD 1-2 Billion
10 Themes – 80 Initiatives
Drone based pipeline monitoring (next slide)
https://www.suasnews.com/2015/09/drones-to-keep-vigil-on-panipat-jalandhar-oil-pipelines/
Virtual reality based e-learning
Block Chain inspired Supply Chain Tool
Digital Centre of Excellence (CoE) to enable technology transformation
https://www.youtube.com/watch?v=zfd2Wlsb6xw
44. The Future – Aerial Surveillance – Pipeline Transfer
Check with
pipeline if it is
happening or
not??????
45. Around the World – HR Analytics
• HR analytics can illuminate the major causes of attrition
• New policies, along with training programs, can be put in place to help mitigate
the problem.
Retention
• Determine who your best and worst performers are
• Analysis of promotion rates, promotion wait times, and qualitative data from
employees will help HR meet employee expectations and keep them motivated
Employee
Performance
• Pre screen assessment – what questions such assessment tests contain
• Cost per recruitment channel can be gauged
Recruiting
• Predictive analytics and data analytics platforms to determine competency
required
• Staffing as per Organization need and workload
Workforce Planning
• Survey results analytics to help determine best action plan
Employee
Engagement
• Data analysis can provide insight into the most impactful monetary and non-
monetary rewards.
Compensation and
Incentive Programs
46. Medical Facilities
• IOCL is offering best medical facilities in the industry.
• Top priority is always given.
• In Rajasthan, more hospitals with ‘child, eye, dentist specialist/ homoe/
ayurvedic’ should be incorporated in nomination (more coverage)
• Medical cards
Improvement areas
School Tie-Ups
Recreational Club
Tea/ coffee vending machines
47. Offline L&D
• Training and knowledge building for leader development - Present
L&D system should incorporate the global trends and technology in
their training methods
• Although Virtual trainings has increased reach & access to all
employees but its effectiveness has decreased.
• People are attending VCs but with diverted focus which defeats the
propose the sessions.
• Traditional offline training system should be re-incorporated to
enhance the networking among employees & for better knowledge
retention.
49. Q&A
1. Mention any three functions (covered today) entrusted to
Human Resource?
2. Name the Mobile App specifically developed to monitor
Retail Sales performance in IOCL?
3. VERA is an AI service system used for screening CVs and
conducting telephonic interviews? Name the country to
which it owes its origin to?
4. Shram Suvidha portal comes under which Ministry?
5. We came across one of the Cloud-based database used for
HCM and financials. Can you name it?
53. Leadership Competencies (followed at IndianOil)
Strategic
Leadership
Business
Result
Leadership
Talent
Leadership
Change
Leadership
Relationship
Leadership
Operational
Leadership
Content &
Customer
Leadership
54. Experts have developed Some of best Effective Goal-
Setting Techniques for Achieving Your Goals
Goal-setting techniques are frameworks you can use for developing and achieving goals. They provide a means for setting goals with direction
and focus.
1. SMART goals
SMART stands for specific, measurable, achievable, realistic and time-bound. These goals help you focus your efforts, and each part of the
word means:
Specific: Make sure you define your goal carefully and clearly. For example, a goal could be organization, but a specific goal could be
organization of your cubicle.
Measurable: Include something in your goal that you can measure, such as a goal of organizing your desk, filing cabinet and floor within three
months.
Achievable: Find a goal that you are likely to meet with your current schedule. For example, if you want to organize your filing cabinet this
month, make sure you have enough time each week to clean and organize one of the four drawers.
Realistic: Ensure that you can actually meet the goal. Choose to organize one area of your workspace per week, rather than the entire cubicle,
for example.
Time-bound: Give your goal a time frame so that you can plan for your success. For example, if you plan to finish organizing before the first
day of the next quarter, you know when you need to complete your last task to succeed at this goal.
Sometimes SMART goals are expanded to make SMARTER goals, where the extra letters stand for evaluate and readjust. If you choose to make
a SMARTER goal, you'll also need to consider:
Evaluate: Choose a regular time to check on your goal's progress. For example, check every two weeks to be sure you have made progress on
your project in order to achieve your goal.
Readjust: Be prepared to change your plan as needed. If you get assignments that require overtime, for instance, be flexible and spread your
project over the week instead.
55. Experts have developed Some of best Effective Goal-
Setting Techniques for Achieving Your Goals
Goal-setting techniques are frameworks you can use for developing and achieving goals.
They provide a means for setting goals with direction and focus.
2. HARD goals
HARD stands for heartfelt, animated, required and difficult. They each mean:
Heartfelt: If you want to learn a new skill, imagine the pride of having a new skill. Then,
connect that pride with the goal and use that emotion as your motivation for learning.
Animated: Visualize what achieving your goal would look like. Incorporate every sense that
you can and imagine what it would sound, feel, smell or even taste like so you can
remember the feeling every time you think about your goal.
Required: If possible, connect your goal to something that's necessary for you. For example,
if you want to improve your research skills, volunteer to create a report for your team, as
this obligation can motivate you to keep working on your goal.
Difficult: Set a goal that challenges you. By doing this, you'll feel accomplished when you
complete it.
56. Experts have developed Some of best Effective Goal-
Setting Techniques for Achieving Your Goals
Goal-setting techniques are frameworks you can use for developing and achieving goals.
They provide a means for setting goals with direction and focus.
3. WOOP goals
WOOP stands for wish, outcome, obstacle and plan. Some consider this an exceptionally
helpful technique for stopping a habit you might no longer want. The steps include:
Wish: Make sure your wish is exciting for you. Imagine the sort of goal you would wish for
and attach a positive feeling to the goal you want.
Outcome: Imagine the best possible result of achieving your goal. Think of how you would
feel if this happened and visualize it in as much vivid detail as possible.
Obstacle: Consider what might prevent you or slow you down from success. For example,
suppose you want to learn how to speed up your workflow, but you type slowly and this
causes you to work at a slower pace.
Plan: Find solutions to any obstacles that might interfere with your goal. If you have a slow
typing speed, you can practice touch typing with software or websites intended to improve
typing speed.
57. Experts have developed Some of best Effective Goal-
Setting Techniques for Achieving Your Goals
Goal-setting techniques are frameworks you can use for developing and achieving goals.
They provide a means for setting goals with direction and focus.
4. OKR goals (step-wise)
OKR stands for objectives and key results. This type of goal is common among management
who want to set goals that may affect the entire company. OKR goals are also helpful for
large groups of people who need to work together toward a bigger goal. To set an OKR
goal, choose a goal that you want to achieve, such as reaching 2,000 new customers by the
end of the year. Then, identify the steps that can help you achieve the goal.
If you want 2,000 new customers by the end of the year, you may consider a social media
outreach program, which means you may need to hire someone to complete this, train
current employees or find employees who may already have this training. Set specific goals
for the social media outreach that can help you achieve the larger goal of 2,000 new
customers. Assess and reevaluate your smaller goals as needed.
58. • What is a Check-in?
• It’s one-to-one meeting between an employee and their manager
where they will typically discuss:
• Progress against existing objectives
• Personal development
• Priorities
• Issues or concerns
• Any new objectives to be added
• Agree action points
Getting the right skills at the right time is a challenge. Recruitment and Staffing are the major functions of the HR management. Initially, the human resource personnel have to understand the business model, get the requirement of the organization and have a recruitment strategy in place.
Once this is done, they need to reach out to the candidates, filter the best from the numerous applications and hire the most suitable candidate for the role. It is a very long and tedious process.
The key to success of any organization depends on the level of training. After induction, a detailed training should take place. HR department should assess the training needs and it should be at predefined intervals. The outcomes need to be monitored. T & D is not only for new employees it also for existing workforce.
Within an organisation, there are different types of people with a different educational background, temperament, values and cultural backgrounds. Conflicts are common and any organization. The HR has to map a solution to the problems, either between the employees or the employees and the management. In this process, the HR also ensures that there is no discrimination and none of the parties is disappointed and the functioning of the organisation is not affected. Sometimes this is known as grievance handling.
Employee Relation
Employee relation management is majorly the responsibility of the HR department. They screen the candidatures, interviews the people and much more. The biggest aim of employee relationship management is to ensure that there is a healthy relationship between the employee and the employer and the employees are satisfied with the organisation. Losing a good employee is a cost for the organisation. Which is inevitable due to the advancement of technology and the headhunting organizations.
Earlier the thrust was on automating the existing practices & work methods, legacy system to SAP.
HR has to continue to deliver value to employees inside and customers, investors and communities outside. The outside-in logic leads HR to create
Continuous supply of Qualified Talent
Talent capabilities
High performance Workforce
Engaged Workforce
The new focus on the HR department is on engagement, fit, culture, analytics, empowerment, performance and leadership
Rather than a one-time set function of reviewing the performance, the monitoring is round the year.
Rather than a one-time set function of reviewing the performance, the monitoring is round the year.
Rather than a one-time set function of reviewing the performance, the monitoring is round the year.
Rather than a one-time set function of reviewing the performance, the monitoring is round the year.
Rather than a one-time set function of reviewing the performance, the monitoring is round the year.
Rather than a one-time set function of reviewing the performance, the monitoring is round the year.
Rather than a one-time set function of reviewing the performance, the monitoring is round the year.
Rather than a one-time set function of reviewing the performance, the monitoring is round the year.
Rather than a one-time set function of reviewing the performance, the monitoring is round the year.
Rather than a one-time set function of reviewing the performance, the monitoring is round the year.
Rather than a one-time set function of reviewing the performance, the monitoring is round the year.
Beyond your everyday ERP or HRIS system, there is relatively little that HR departments are doing to embrace the wildly expanding pool of HCM technologies exploding onto the market in the last 3 year. HR needs to evolve and incorporate technology in its various processes.
Millenials who are born in the Digital Age would be 50% of the workforce in the next decade.
To deliver value, HR professionals have to understand that managing in a digital age will require both efficiency and innovation through technology, but it will also require the ability to choose the right digital solutions and to source information and build connection—the emerging steps of the digital age.
The unconscious bias in recruitment is a common problem. Although it happens unconscious, without any willing of HRs, the bias leads to missing the best talents and decreases the level of diversity in the company. Can technologies solve this problem and help you with building a more diverse and happy team? Fortunately, yes.
Prejudice-free recruitment, or objective recruitment, is something we truly believe in. It is not a desktop product. We know that it pays to recruit and staff free from prejudice - and instead have full focus on skills and potential. And we do it for real. It is not just nice words, but based on 15 years of development work and research that has led us to challenge the HR and recruitment industry.
No matter how good we think we are at recruiting, we have all the prejudices that affect us. Not least when recruiting. In doing so, interviews with Tengai, who treat everyone equally, will lead to candidates not being eliminated too early in the process due to prejudice.
Inclusion starts here
Textio, a Seattle startup that helps companies write better job listings, today introduced a new feature that uses artificial intelligence to speed up the writing process.
Know your gender tone. Unconscious bias in language isn’t always obvious or intuitive, but the impact it has on your candidate pipeline is clear. Gender-neutral jobs not only draw a broader applicant pool, they also fill three weeks faster on average than jobs that are biased at either end of the spectrum. Textio Hire uses data science to reveal the hidden gender bias in your writing and suggest alternatives so you can recruit from the widest possible pool of qualified candidates. After all, you can’t hire people who choose not to apply.
Inclusion starts here
Textio, a Seattle startup that helps companies write better job listings, today introduced a new feature that uses artificial intelligence to speed up the writing process.
Know your gender tone. Unconscious bias in language isn’t always obvious or intuitive, but the impact it has on your candidate pipeline is clear. Gender-neutral jobs not only draw a broader applicant pool, they also fill three weeks faster on average than jobs that are biased at either end of the spectrum. Textio Hire uses data science to reveal the hidden gender bias in your writing and suggest alternatives so you can recruit from the widest possible pool of qualified candidates. After all, you can’t hire people who choose not to apply.
The changing world of work requires new ways of working. Ways that are faster, smarter, and more agile than ever before.
Staying compliant has often been a major challenge for HR teams. Laws and regulations are constantly changing and often require vast amounts of paperwork and information.
Compliance once required organization and dedicated IT storage capacity, but cloud-based solutions have streamlined the process.
Shram Suvidha is a Web Portal to provide a single platform for all labour compliances.
What is it?
Web of smart devices and sensors connected through the internet and connecting people, their devices with plethora of information.
Organization havung
A centralised portal for Application, Result and documents
Unnayan Portal
E PMS
E-Audit
Book M
HR analytics is the application of statistics, modeling, and analysis of employee-related factors to improve business outcomes.
HR analytics can help improve retention through a churn analysis that looks at data points like:
Current churn rate
Attrition by department
Attrition by estimated commute time
Similar attributes of employees with longer tenure
Similar attributes of employees who leave within 1 year
Onboarding experience
Survey data
Qualitative data such as employee interviews
Employee performance data to forecast future attrition
Through this data-driven approach, HR analytics can illuminate the major causes of attrition, and new policies, along with training programs, can be put in place to help mitigate the problem. For example, data might show that high-aspiration employees are not challenged or employees are frustrated with a certain management style. Human resources analysis will reveal these issues, and then it will be up to leadership to act. It’s also possible to spot an at-risk employee before they leave so preemptive actions can be taken to resolve issues. For example, a once high-performer may not be as productive because he feels he or she is underpaid. An analysis of productivity alongside a comparison of market-value salaries can help spot this.
EMPLOYEE PERFORMANCE
As qualified candidates become more difficult to find and retain, improvements in performance evaluation can prove to be tremendously valuable. HR analytics leverages your employee data to determine who your best and worst performers are, based on factors like past work experience, length of employment, and to whom they report. Common characteristics between groups of employees can emerge, which can be used to properly motivate employees and ensure they receive the right rewards. Career progression is an important component to monitor, as well, since employees are much more likely to leave if they’re not satisfied with their career trajectory. Analysis of promotion rates, promotion wait times, and qualitative data from employees will help HR meet employee expectations and keep them motivated. Leadership traits may emerge in some employees, and companies can determine which characteristics correlate with future leaders. HR can then foster this potential, resulting in long-term ROI for the organization.
Organizations need to first determine who their ideal candidate is and what skills are needed for the job. This can be discovered through discussions with hiring managers, analysis of previously successful hires, and available market data. Organizations can then match their need to where the largest pool of applicants with that skillset resides. For example, the best cities for PR jobs according to Forbes are Los Angeles, New York, and Washington D.C., so a recruiter may want to focus efforts in these cities if they aren’t able to find local talent for the job. Likewise, a recruiter may look at college graduate data to see where the best new talent is if they need to fill an entry-level position. Talent acquisition teams also need to adopt channel optimization strategies based on recruitment analytics. A continuous process of evaluating which channels drive the best candidates at the most efficient price is extremely important. Data analytics may reveal one source has a lower cost per applicant, while another may provide the best talent. HR analytics can also be used to craft the best recruitment message to the right candidate based on internal, open-source, and third-party data. This is all data that HR analytics platforms can consume and transform into easily digestible formats such as dashboards and charts. Recruitment relies heavily on metrics gathered during the interview process. Important metrics include:
Average number of applicants
Number of applications to offer
Scheduled maintenance windows for system patching, security updates, and AWS infrastructure management
Number of final rounds to offer
Offer acceptance rate
Competency Key Themes/Dimensions
Strategic Leadership
Strategic Thinking, Business/Industry/Product/Customer knowledge, Business acumen, Global Outlook, Scenario Planning
Business Results Leadership
Business Result orientation, Execution, Scouting for opportunities and capitalising on them, Initiative, Ownership & Accountability, Risk Taking, Business judgement
Talent Leadership
Empowering, Guiding, Talent identification and nurturing, Delegating, Coaching, Leading groups for better results
Change Leadership
Flexible & open to change, Early adoption of change, Understand and create case for change, Implementation of change, lead the change
Relationship Leadership
Impact, Networking, Boundary management, Influencing strategies, Win-win situations, Inter-cultural Sensitivity
Operational Leadership
Systematic Planning, Optimise use of resources, Quality, Cost, Time and process focus, Continuous improvement
Content (Innovation) Leadership
Thinking out of the box, Practical Solutions, Innovation and Creativity
Customer Leadership
Understanding customer requirement, Customer Responsiveness, Provide solutions for customer delight
A shift from HR’s focus on efficiency (cost per hire per employee) to functional excellence (quality of HR practice like training or hiring), to strategic HR (helping to make strategy happen) to outside-in HR.
Outside-in focuses on customers, investors, communities and general business conditions. HR investments should help deliver value to the stakeholders and respond to the changing business conditions. HR is not about being the employer of choice, but the employer of choice of employees customers would choose (outside-in). HR develops leaders who give confidence to investors. In this view HR is not about HR, but delivering sustainable value to stakeholders outside the firm.
