{"id":11266,"date":"2018-10-30T17:16:21","date_gmt":"2018-10-30T11:46:21","guid":{"rendered":"https:\/\/grosum.com\/blog\/?p=11266"},"modified":"2019-03-07T19:53:53","modified_gmt":"2019-03-07T14:23:53","slug":"gaps-managing-employees-performance","status":"publish","type":"post","link":"https:\/\/grosum.com\/blog\/gaps-managing-employees-performance\/","title":{"rendered":"Key gaps in current industry practices in managing employees\u2019 performance?"},"content":{"rendered":"

In Part 1<\/a> of this series, we covered the aspect of who is really responsible for Performance Management.<\/p>\n

Many stated that performance appraisals<\/a> are not effective at all. Its losing relevance to employees and managers.<\/p>\n

In this blame game, we thought it would be interesting to dig in and find out from leading HR experts across the globe as to what really is plaguing the performance management process.<\/p>\n

What are the key gaps in current industry practices in managing employees\u2019 performance?<\/p>\n

We knew strong words were going to fly but surely we would learn a lot more. Find out and see whether you agree\/not.<\/p>\n

Adil Malia, CEO and Managing Partner,\u00a0The FiRM<\/h1>\n

\"Adil<\/a>Having coached several top CEOs, Adil<\/a>, Managing Partner @ The FiRM<\/a>, believes that one of the key flaws is how goal setting<\/a> of employees has become so inadequate. It lacks objectivity or alignment to organizational goals.<\/p>\n

Rotating joy in sharing rewards performance rating is skewed. Arguments generally revolve around \u2018we have no non-performers..\u2019 we have already chucked out all non-performers..<\/p>\n

\u2013\u00a0 Adil Malia<\/a>,\u00a0CEO and Managing Partner,\u00a0The FiRM<\/a><\/p><\/blockquote>\n

Further, in his list of 8 continued flaws<\/a> in the Performance Management Systems, he mentions importantly the absence of performance anchored\u00a0conversations and continued\u00a0reliance on classical \u2018bell-curve\u2019 which operates at the top end, bulges at the middle and absolutely\u00a0tapers at the bottom.<\/p>\n

Kaustubh Sonalkar, CEO, Essar Corporate\u00a0 Services LLP<\/h1>\n

\"Kaustubh-Sonalkar:<\/a>A business leader with an artist\u2019s mind,\u00a0Kaustubh<\/a>\u00a0has an agenda \u2013 to go beyond and above as the disruptive thought designer he is at heart. He\u2019s asking a pressing question \u2013 what fun is it to go through life if you don\u2019t make sense of it in your own outrageous way?<\/p>\n

Kaustubh<\/a>\u00a0says that Performance management is the foundation of excellence in an organization and therefore it should be simple, straightforward, intuitive, aligned with organizational goals and have flavors of organization values.<\/p>\n

The size, scope, and complexity of organizations today can introduce inaccuracies, biases into the performance management process. The design of the tool, not accounting for human nature, creates a high potential for inaccuracy.
\n\u2013\u00a0Kaustubh Sonalkar<\/a>, CEO, Essar Corporate Services LLP<\/p><\/blockquote>\n

TN Hari, Head HR at Bigbasket<\/h1>\n

\"Hari<\/a>Recognized by LinkedIn as Top 10 Voices in India,\u00a0Hari<\/a>\u00a0feels the inability to give timely, accurate and specific feedback as a result of which many decisions turn out to\u00a0be surprises\u00a0and leave a bad taste in the mouth.<\/p>\n

Harjeet Khanduja, V.P of Human Resources, Reliance Jio<\/h1>\n

\"Harjeet<\/a>A TEDx speaker, SAP HCM consultant, Six Sigma Green Belt, White Belt in Executive Coaching amongst many hats he wears,\u00a0Harjeet<\/a>\u00a0feels that performance management is more than an annual appraisal and four feedback meetings.<\/p>\n

Mostly, work-related transactions go unnoticed without capturing any feedback. Even if feedback is captured, it is not passed on to the people responsible.<\/p>\n

The biggest problem is that the people responsible, many times do not know that they are responsible for something which can affect\u00a0top line of the organization.<\/p>\n

–Harjeet Khanduja<\/a>, V.P of Human Resources, Reliance Jio<\/p><\/blockquote>\n

Tom Haak, Director, HR Trend Institute<\/h1>\n

\"Tom-Haak\"<\/a>With extensive experience in HR Management in multinational companies,\u00a0Tom<\/a>\u00a0says that many organizations are not employee centric and the focus on a top-down approach, where corporate goals are rolled out, compromises on individual wishes, needs, and\u00a0capabilities of employees.<\/p>\n

\u201cTeams are\u00a0the main building blocks of organizations and HR\u00a0practices as\u00a0performance management\u00a0should become more team focused.”
\n–Tom Haak<\/a>, Director,\u00a0HR Trend Institute<\/a><\/p><\/blockquote>\n

Dave Ulrich, Co-Founder, and Principal, The RBL Group<\/h1>\n

\"Dave-Ulrich\"<\/a>The Rensis Likert Professor of Business at the Ross School, the University of Michigan,\u00a0Dave<\/a>\u00a0feels there is too much focus on the performance management steps or process (e.g., rate vs. rank) and not enough on the conversations between an employee and his\/her boss.<\/p>\n

\u201cThe conversation or dialogue matters more than the system.\u201d
\n–Dave Ulrich<\/a>, Co-Founder, and Principal,\u00a0The RBL Group<\/a><\/p><\/blockquote>\n

Michael D.Haberman, Co-Founder, Omega HR Solutions, Inc.<\/h1>\n

\"Mike-Haberman\"<\/a>With over 30 years of experience in dealing with the challenges of HR in the 21st century,\u00a0Michael<\/a>\u00a0feels\u00a0too many companies are focused on the \u201cevent\u201d rather than focused on the outcomes.<\/p>\n

\u201cThe way appraisals currently happen is like telling the captain of the Titanic that he struck an iceberg, where he should be told he needed to avoid the iceberg that was straight ahead. It is more critical to tell him he needed to correct something to avoid disaster, rather than waiting, letting the disaster occur, and then marking him down for poor work.”
\n–Michael D.Haberman<\/a>, Co-Founder,\u00a0Omega HR Solutions, Inc.<\/a><\/p><\/blockquote>\n

Srinivas Chunduru, Founder and CEO, VANS<\/h1>\n

\"Srinivas<\/a>Recognized as one of the Top 50 CHRO\u2019s in Asia,\u00a0Srinivas<\/a>\u00a0thinks that appraisals often end up as a check in the box exercise.<\/p>\n

Most organizations, give disproportionate weightage to the outcome, and not so much on the fundamental building blocks and hence, indirectly the process may encourage short-term behavior.
\n–Srinivas Chunduru<\/a>, Founder and CEO, VANS<\/p><\/blockquote>\n

Colin Mendes, General Manager & Head of Human Resources at Voltas Limited<\/h1>\n

\"Colin<\/a>With in-depth experience towards\u00a0facilitating several HR initiatives that include the Tata Group Remuneration Forum, Tata Sons, Colin<\/a> believes that process is not everything. In the end, if the individual Manager does not take accountability, then no process will realize effective outcomes.<\/p>\n

When employees are not able to see relevance and alignment, your\u00a0process will have gaps. Implementing it to the last mile by showing the purpose and imbibing ownership across levels are the biggest gaps in the process.
\n\u2013\u00a0Colin Mendes<\/a>, General Manager & Head of Human Resources at Voltas Limited<\/p><\/blockquote>\n

Sameer Nagarajan, Head, Human Resources at Dabur International Ltd<\/h1>\n

\"SameerWith long years of experience at Unilever & Dabur, Sameer<\/a> has concluded that the employee is the ultimate owner of one\u2019s own performance.<\/p>\n

Organisations can provide context, training, feedback, and resources; the initiative to assess, seek feedback, analyze one\u2019s own\u00a0situation, commit to change and ask for resources to enable that\u00a0change will always be a personal commitment.
\n\u2013\u00a0Sameer Nagarajan<\/a>, Head, Human Resources at Dabur International Ltd<\/p><\/blockquote>\n

Ruchi Bhatia, Founder,\u00a0Employer Branding India<\/h1>\n

\"Ruchi<\/a>Amongst the top 10 HR Influencers in India & Worldwide, Ruchi<\/a> says that studies worldwide by leading research organizations like Deloitte and CEB Research has shown that more than 50% of companies surveyed did not think performance management was an effective use of time. Thus,
\ncompanies have no option but reinvent their performance management<\/a> practices.<\/p>\n

<\/h1>\n

Soumyasanto Sen, Co-Founder & Partner, People Conscience<\/h1>\n

\"Soumyasanto<\/a>Recognized as one of the 30+ Top Global Influences in HR Tech of 2018,\u00a0Soumyasanto<\/a>\u00a0believes that the biggest gap is the right balance between the synchronization of organization goals along with employees and the growth opportunity for the employees through learning and upskilling.<\/p>\n

\u201cPerformance management is a complex process that is evolving to focus on relating individual goals to corporate values and priorities.\u201d
\n–Soumyasanto Sen<\/a>, Co-Founder & Partner, People Conscience<\/a><\/p><\/blockquote>\n

Dr.John Sullivan, Professor, Corporate Speaker, and Advisor<\/h1>\n

\"Dr.John<\/a>Recognized as HR\u2019s \u201cTop 10 Leading Thinkers\u201d,\u00a0John<\/a>\u00a0believes\u00a0that performance appraisal is fatally flawed because it is simply a group of opinions from one person at the end of a long year.<\/p>\n

\u201cPerformance reviews must be data driven based on performance data, but it is subjective, and there is no evidence that it predicts future success within the corporation\u201d
\n–Dr.John Sullivan<\/a>, Professor, Corporate Speaker, and Advisor<\/p><\/blockquote>\n

Jaydeep H Goswami, HR Practitioner, Consultant, and Motivational Speaker<\/h1>\n

\"Jaydeep<\/a>With rich experience\u00a0providing high-end HR Consultancy services to top MNCs,\u00a0Jaydeep<\/a>\u00a0opines that performance is definitely not just a number as it is really a reflection of behaviors prevalent in and encouraged in an organization.<\/p>\n

Managing Performance is so very important because it has an effect on every single person in the organization.
\n\u2013\u00a0Jaydeep H Goswami<\/a>, HR Practitioner, Consultant, and Motivational Speaker<\/p><\/blockquote>\n

He details\u00a012 key concerns<\/a>\u00a0related to Performance Management processes where he highlights that the lack of accountability in processes and the human instinct to survive in the face of uncertainty leads to confusion, poor process definitions, and outcomes. Assessors have an increasing responsibility to ensuring that assesses are evaluated fairly with clear path guidance towards an improved future.<\/p>\n

Kevin Freitas, Chief Human Resources Officer, Dream 11<\/h1>\n

\"Kevin<\/a>Having led HR teams at leading internet and e-commerce firms like Flipkart.com and InMobi. Kevin<\/a> feels that communication is the secret sauce.<\/p>\n

\u201cCommunicate more often than you\u2019re comfortable with. That more than anything else can prevent surprises and lead to better outcomes.\u201d
\n–Kevin Freitas<\/a>, Chief Human Resources Officer, Dream 11<\/a><\/p><\/blockquote>\n

Ajay Ambewadikar, Country HR Manager, CNH Industrial<\/h1>\n

\"ajay<\/a>With 24 plus years strong Manufacturing base HR experience, Ajay<\/a> reckons\u00a0that Performance management system is mainly connected with benefits, it\u2019s a big gap.<\/p>\n

PMS is the reference point to be used for capturing the target area and identifying development need and then managing talent. When this system is clubbed with benefits, the whole purpose gets diluted and you don\u2019t get the facts on the table.<\/p>\n

Saurabh Nigam, Vice President-Human Capital, Omidyar Network<\/h1>\n

\"Saurabh-Nigam\"<\/a>Recognized as one of the\u00a0Top 25 Future HR Leaders, Saurabh says that not enough time is spent on defining clear and objective goals for every team member, which in turn defeats the whole purpose of having a performance management system.<\/p>\n

\u201cMany organizations do not spend time and resources to build managerial capability in their managers which in turn can facilitate meaningful conversations and feedback discussions between managers and team members\u201d
\n-Saurabh Nigam, Vice President-Human Capital, Omidyar Network<\/a><\/p><\/blockquote>\n

Kevin Lyons, Senior HR Manager, Pearson<\/h1>\n

\"Kevin<\/a>A regular voice in media communicating his views regarding Human Resources., Kevin<\/a> feels that talent Mobility as being underutilized which is all about matching employee aspirations and growth to the needs of the business.<\/p>\n

Also, there should be more focus on Talent, with the development of skills and abilities as a key component of performance management.<\/p>\n

Anand Dewan, Group CEO \u2013 BYLD Group<\/h1>\n

\"Anand<\/a>Recognized by World HRD Congress as 25 most talented global leaders in the field of L&D, Anand<\/a> feels\u00a0the biggest gap exists because of the level of maturity of the business plan and the employee development plan.<\/p>\n

For example,\u00a0businesses have a detailed two to a three-year business\u00a0plan worked out to the T, however,\u00a0whenever asked if they have an equally detailed plan for developing people and culture to meet the future needs of business, then it draws a blank from Top Executives. need to have is that processes should enable business and not visa-versa.<\/p>\n

\u201cProcesses should enable business and not visa-versa\u201d
\n–Anand Dewan<\/a>, Group CEO \u2013 BYLD Group<\/a><\/p><\/blockquote>\n

Anil Dagia, CxO coach<\/h1>\n

\"Anil<\/a>A global trendsetter as an NLP practitioner,\u00a0Anil<\/a> says that performance management systems were designed during the industrial era where the workforce was deployed in masses and the workflow was repetitive and the need was to follow standards and systems.<\/p>\n

\u201cHow can systems of a bygone era serve the needs of this one?\u201d<\/p>\n

–Anil Dagia<\/a>, CxO coach<\/p><\/blockquote>\n

Rob Burn, President, L & L Solutions<\/h1>\n

\"Rob<\/a>A Senior Certified Professional (SHRM-SCP) by the Society for Human Resource Management, Rob\u00a0rather asks where is the alignment.\u00a0<\/em><\/strong><\/p>\n

Once employees know what is expected of them and what their goals are, it is up to leadership to get out of the way to let people perform \u2013 while removing any roadblocks that may be encountered.<\/p>\n

If an employee is not performing or behaving within company\u00a0expectations or cultural norms, they are either in the wrong job or the wrong company.<\/p>\n

When this alignment occurs, performance management becomes an afterthought as people are moving to help the company succeed.<\/p>\n

Conclusion<\/h1>\n

So, what do you think?<\/p>\n

Yes, it\u2019s a topic that everyone feels strongly about. Many indicated that performance appraisals in its current form are really a checkbox exercise, waste of time, not beneficial to anyone.<\/p>\n

Our Experts have given us a wide range of key causes and gaps in current performance management processes.<\/p>\n

A few of the recommendations that stood out-<\/p>\n

    \n
  1. With changing times, performance management should incorporate ongoing feedback for employees to be\u00a0diagnosed\u00a0in real-time.<\/li>\n
  2. Alignment of organization business plans to employee work objectives to help employees identify the impact of their contribution.<\/li>\n
  3. Delinking benefits to employee development discussions from performance appraisal processes.<\/li>\n<\/ol>\n

    What do you think? Send in your comments. Let\u2019s keep the debate going.<\/p>\n","protected":false},"excerpt":{"rendered":"

    In Part 1 of this series, we covered the aspect of who is really responsible for Performance Management. Many stated that performance appraisals are not effective at all. Its losing relevance to employees and managers. 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