Ruchi Bhatia, Founder, Employer Branding India

Ruchi BhatiaRuchi Bhatia is IIM-C Alumni and Founder of Employer Brand India. She worked as  Recruitment Branding Lead @ IBM. She has over 18 years of professional work experience in Sales, Operations, OD, Corporate Training, HR, Learning Consulting, WorkForce Partnering, and as Professional Development Leader. She is a Feminist, honored as Top 50 Women to follow in Asia, as Top 10 Sheroes in India, Sheroes Mentor and Top 10 HR Influencers in India & Worldwide. She is honored and recognized as Top 100 #FutureofWork Influencers worldwide. She is an Advisory Board Member to DMA Asia and Founder of HRGurukul. ( A Learning platform for HR Professionals ) . She is invited as Speaker for topics on Employer Branding, Gender Diversity, Women in Leadership. She believes in professional giveback and can be contacted for speaking and mentoring. She loves to read, write and is fond of trekking/travel. She can be contacted via twitter @rucsb or email – [email protected]


How important is Performance Management (P.M.) in today’s high-flux organization?

Performance Management is quiet critical in high flux organizations. 
CEO’s stated in 2010 that performance management will be the greatest challenge in the coming years. Lack of strategy, leadership, clear responsibilities, poor communication, poorly formulated plans, a dysfunctional organizational structure and evolutions in the direction that are not correctly followed through top the list for reasons for the failure of a venture. The rapidly changing economic situation and the accompanying uncertainty are also beginning to have a substantial impact. Furthermore, executives are facing increasingly critical challenges. Therefore, there is a need for an all-encompassing management system. High-performance organizations make sure that all their management systems focus on one clear system, better known as ‘Organizational Performance Management’.

Whose responsibility is Performance Management?

Performance Management is both HR and People Manager responsibility. HR lay the guidelines and People Managers are expected to implement the guidelines and get the best performance from the employees

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

In 2013, CEB research found that 86% of organizations had recently made significant changes to their performance management system, or were planning to. In 2014, a Deloitte survey found that 58% percent of companies surveyed did not think performance management was an effective use of time.
Hence many companies are reinventing their performance management practices. 

Other than better pay or job roles, what are the main reasons why people change jobs?

People change jobs because they are not engaged in meaningful work, lack of engagement and they do not find the environment inspiring, lack of purpose is also a reason. 
Many a time people change jobs because of a bad boss. More often they do not find enough challenges in their work and quit often. 

What makes a really effective P.M. programme? Any best practices to share.

  1. Think of Performance Management as an entire system, starting in interviews with potential employees and continuing through orientation, training, coaching, and counseling, and recognizing peak performance.
  2. Stop communicating about performance appraisals and performance management as if it is merely an annual event. The only annual part of it is salary action and/or filing forms. Think of the performance appraisal as an ongoing workplace conversation.
  3. Train managers and employees on giving and receiving positive and negative feedback on an ongoing basis.
  4. Hold managers accountable for having ongoing conversations about work and goals.
  5. Actively seek to align individual goals with organizational goals.
  6. Encourage employee participation and ownership in the performance appraisal process. Create an environment where together the manager and employee can question, challenge and discuss goals and objectives to gain clarity.
  7. Use the performance management system, Armstrong advised, to link with the organization’s values. &quotValues should be reflected in the organization’s core competencies and they should show up in interviewing as well as in performance appraisals.&quot
  8. Link the performance management system with retention, development, and succession planning initiatives. This linkage explains why specific people advance
  9. Openly communicate to all employees how your compensation system works. If merit pools average 2 to 3 percent annually, for example, let everyone know this. Manage expectations around annual increases to control the rumor mill and misinformation.
  10. Where possible, have a second-level review of performance appraisals, either by HR or second-tier management.

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