Major Paul Devassy, CEO of IIRIS Knowledge, brings over three decades of diverse industry experience, spanning Hospitality, E-commerce, Banking, Manufacturing Insurance, and ITES, coupled with a background rooted in the military. His leadership at IIRIS Knowledge reflects a vision to create an oasis of Knowledge, driving transformative coaching, mentoring, and organizing impactful seminars and conferences.
Beyond his professional endeavors, Paul is involved in supporting the Transgender community, serving as a trainer and a coach. His well-rounded personality shines through his dedication to family embellished with gourmet cooking skills. He is passionate about calisthenics and is a proficient practitioner of Krav Maga. Paul’s dynamic leadership style and dedication to excellence and community service positions him as an inspiring figure in the business world.
In this Interview, Paul Devassy shares his take on current Performance Management practices:
Based on your experience, how can we balance the need for formal performance assessments with informal, day-to-day feedback and coaching?
Performance appraisals are intrinsic to each org which must be tied up with the cultural aspect existing in the organization. This would dictate the balance of formal performance appraisals [which would happen on a periodic basis] with the informal appraisal/assessments happening based on the performance of the assessed-on projects being delivered. There’s a requirement for the process of feedback to be properly disseminated to the assessor & the assessed. The lack of clarity leads to breakdown of communication leading to incorrect assessments which leads to discontentment & talent leaving the organization. In each of the assessment processes there are 3 parties involved: the organization, assessor & the assessed. If all 3 are aligned then it would mean a conducive work environment.
It is imperative for organizations that are looking to evolve that they make coaching a part of their arsenal for catalysing growth. In the realm of performance appraisals and coaching services, organizations can seek a partner that understands not just the processes but also the nuances of their unique culture. The coaching process needs to start from top-down so that the expectations of the assessor is duly tempered. The manager[s] should also understand the need to weigh the performance of the entire year when he is in the process of making the final assessment rather than getting influenced by the execution of any project nearer to the assessment period.
It is super important that coaching services be made available to an organization so that the growth is holistic & each of the staff no matter where they are placed on the totem pole feels & takes ownership in the fate of the organization. According to Eric Schmidt, Google and Apple owe much of their trillion-dollar valuations to their business coach, Bill Campbell. (CNBC). By speaking through the system of assessment the assessor and the assessed understand the mechanics of being assessed. Bringing in harmony within the system. We at IIRIS Knowledge have seen there is a certain resistance from hearing the voice of reason from within the organisation so in such cases we can step in and provide the necessary support. In the field of conducting training, providing mentors & even have 1 on 1 coaching sessions with leaders
According to you, what role does feedback play in managing performance failure, and how can we provide constructive feedback that helps employees improve?
Feedback plays an important role in managing the performance. Unfortunately, a lot of managers adopt the ‘tough love’ methodology & thereby depriving the staff members of receiving any positive strokes. Add to this when assessors take the meaning of assessment as a cane to punish the assessed then there is a lot of discontentment & the feedback gets negative colour. It makes feedback a disciplining tool. Assessors must be instructed the right way to conduct an assessment process. Frequently this is not done so each assessor interprets it in their own way, with at times with disastrous consequences.
Feedback should not be viewed as being a disciplinary tool. If we can make an organizational shift in doing then it would yield immense benefits. The assessor has to be made aware that feedback is to be focused on addressing the mistake & how it can be rectified. But if we adopt a zero-error syndrome then it is the lens of discipline that we would be viewing the situation. The assessor should make clear to the assessed that mistakes can only happen when persons do their job. If the assessed adopts a zero-error syndrome then all projects would be overthought & overengineered leading to immense time overruns.
The change of perspective from viewing feedback as a disciplinary tool has to be initiated as a top-down approach. This has to be reiterated on an ongoing basis. The feedback whether formal or informal has to be based on constructive inputs. Avoiding personal attacks/insults would the 1st major step in going to improve the working environment. At IIRIS Knowledge we have seen that investing in coaching services for managers has seen significant returns. Managers have adopted an empathetic approach which has helped in creating a more harmonious working environment.
Could you discuss how to handle situations where employees consistently fail to meet their performance goals, and what support can be offered to help them improve?
It is very important to make clear the expectations of the organization and that of the line manager from the employee. The expectations must be complete. Again, this would depend on the level of the employee and the latitude that is available to the staff in executing the task. The performance goals must be agreed upon by both parties so that there is the required traction in executing the task.
It is the responsibility of the line manager to ensure that there are sub goals that lead up to the final goal. This approach would help both parties during the process. The goal has to be team goal so that the staff member feels that the line manager is invested in the process.
If the work is not moving along as per timelines it is very important that the manager steps in and tries to understand the hurdles that has come up so that necessary changes can be made. It is also important to understand if the delivery of the task is hobbled due to the lack of skill set in the staff. Then the necessary upskilling is necessary to be done.
Can you suggest some strategies which can be followed to keep a track of performances of employees on a continuous basis?
Having regular catch up with the team both as a group and on individual basis would ensure that you get a sense of how the task is progressing. Staying in touch with the team in a formal and informal setting will let the manager understand the issues that are affecting the team and also the strategies that must be adopted for maximum effects.
The manager must understand that each staff member is unique and would respond to situations differently so a cookie cutter approach would become a minefield. Partnering with a firm that provides tools for mentoring and coaching, enabling managers to tailor their support and guidance to individual needs, thereby optimizing performance levels can be a great strategy.
Having a supportive attitude in the team would enable the staff that the mentally traumatizing attitude of the zero-error syndrome is not rearing up affecting performance.
Rewards and recognitions both in formal & informal setting helps boost up the morale of the staff members. At times managers are rather stingy in giving praise to staff. This gives a lot of benefits.
How do you create a work environment that encourages employees to take risks and innovate, knowing that failures will be addressed constructively?
Having an open & transparent environment is the key to creating a safety net for the staff to take risks. We must remember that staff members who innovate will end up taking risks but if we curb the risk-taking appetite then it would directly impact the ability to innovate.
Manager must act as a coach to their staff so that the staff members can understand that they will not be judged for each action that they undertake. This must be conveyed both in word & in deed.
Not getting personal with the staff member when they encounter hurdles is key. The manager must critique rather than criticize. It is well documented that organizations investing in coaching & upskilling of managers have reaped benefits.