Ruchi Bhatia, Advisory Council Member at WICCI Haryana HR Council

Ruchi Bhatia has been Social Brand Practitioner and Recruitment Branding Leader at IBM & WNS. She is IIM-C Alumni and has 20 years of professional work experience across Strategic HR, Recruitment, Learning and Development, Diversity & Inclusion, Employer Branding. She is invited to present guest lectures at BSchools by MDI, FMS, Delhi School of Economics, OP Jindal ,Jaipuria , Shiv Nadar University, etc. She has win several accolades and awards for her work in HR. 

Here are his key experiences in the industry in relation to Performance Management.

How important is Performance Management in today’s high-flux organisation?

Performance Management is key to growth of an organization. When done right, performance management create long lasting business impact and business results.

How are the best practices that make Performance Management effective in an organisation?

In good organizations, performance management is no longer an annual affair. It is a year round continuous process where managers share feedback with employees and help them to deliver their best work. Employee’s contribution at workplace is monitored on a consistent basis and not only what goals were achieved but how ( behaviours ) are measured effectively.

What are the key gaps in current industry practices in managing employee’s performance?

Some organizations still view performance management as half yearly or yearly activity. World has changed, to keep up with fast paced high flux environment, necessary changes must be brought in to keep up with fast paced environment and market dynamics. 

What are the common mistakes made by organisations in managing performance?

The common mistakes made by organisations in managing performance are: (a)Not empowering employees to work towards a common purpose of the organization (b) Not aligning workers contribution to a shared vision purpose (c) Focussing too much on productivity (d) Not celebrating and rewarding good performance (e) Micromanagement (f)Not setting clear expectations

What makes a really effective Performance Management programme? Any best practices to share.

Since 2015, this phi­los­o­phy of continuous performance management has been adopt­ed by lead­ing organ­i­sa­tions such as Microsoft, Deloitte, Adobe and General Electric. All these major names have aban­doned tra­di­tion­al once-a-year per­for­mance appraisals in favour of reg­u­lar ”check-ins” and fre­quent (or real-time) feedback. 

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