Building a Non-Conventional

Performance Management System

Prepared
Debasis Padhi
Xavier Institute of Management, Bhubaneswar (XIMB)
 “What gets Measured gets Done”
Traditional PMS Continuous Evaluation

9 of 10 Organizations say
performance
Increase in the number of people who
40% said they understand exactly what they
management is critical should focus on in the next 90 day

Non Conventional PMS

for driving business Engaging the Employees
growth.
of managers and employees participate
Increased participation, 92% VSand goal-
in the quarterly check-in
commitment, and capability of setting process
87% of HR leaders were managers
considering changes to performance “My manager helps me understand my
Suggests preventive measures 73% strengths”
reviews.

Predicts employee
85% of business leaders believe performance “My manager helps me understand my
that employees are clear on 73% areas of development”
feedback request processes.
Transparent

25% of employees don’t know 65% “I have an opportunity to learn a new

Real-time skill to achieve my goals this quarter”
how to request feedback.

Reference: McKinsey, Gartner, Deloitte Report

 Perspective of PMS “Without a Goal, you can't Score.”

Goal Setting
 Time-consuming
Manager

 Lack of morale or productivity boost

 Hampers the relationship with an employee
 Lack of Training on giving Feedback

 Lack of Transparency
Specific Measurable Attainable RealisticTime Bound
Employee

 A Process Mandate
 Continuous review and evaluation of Goals (Quarterly/Monthly)
 Only Factor for Annual Compensation Revision
 Assigning Weightage and Rating for Various Goals
 Lack of Feedback
 Additional Projects/Modules/Codes linked with Variable Pay
 Impossible to track One-on-One Discussion
 Team-Based Goals linked with the values of Collaborative Spirit
 Rely on Surveys to measure employee
HR

engagement by managers  Tracking the progress, Identifying Top, Avg. , Low Performers
 Trust managers will have the time, attention,
and commitment
 Real-Time Feedback from Multiple Sources Throughout the Year

Request feedback at any time

An Online app facilitates the Debasis Padhi Request
i.e. From Leader, Team
Leader
collection of real-time peer Performance Members, and Managers.
Department: HR board Feedback
feedback from multiple
sources throughout the year. Project: PMS Tracking the Badges and
Emp Code: Milestones off Peer Members

What do you think of my Presentation Skills? Real-time Competitive

Structured feedback along set Environment
performance dimensions or
treat more normally. Needs Improvement Great
Debasis Has a Badge for Peer Rating Integrated with
PMS
Offer unprompted feedback
Uses Badges integrated with
Speedy Hat's Off Team Player Brainy Mindtree’s SpotOn and
comment field for additional
Feedback: nuances
Peer’s can Endorse Course
& Machine Learning Can be Endorse Course: Microsoft Power Point Advanced
Used to recommend the
courses over time
Factors for Performance Rating Leveraging on Top Performers Early Identification of Low Performers

Identification of
Identification of Top Performers
Peer Recognization & Badges Received Individually Team Based
Project Low Performers
Based
Individually
Absenteeism and Login Hours Team Based
Project Based
% of Successful Deployment/operation Real time recognition

Milestones Achieved On-time

Real-time feedbacks
+ Ve/ - Ve Peer feedback
Leveraging on Badges and Feedback
No Of Relevant Training Courses Upskilling Employees
Completed
No Of endorsed/ Recommended Courses
Completed
Leader Board to increase the
New Projects and Modules Developed competitiveness and engagement
Building a Real-time System

 Real-time Track of the Progress

Engaging and Equipping Employees

 Providing a dynamic view of performance identifying Feedback Based Courses
 Team based Top & Low Performers

 Individual based Top & Low Performers Performance & Mood

Correlation
 Department/Function Wise Performance
 Leaders of respective field can be recognized monthly and leaderboard can be created

Rewarding Top Performers

Building a Transparent System

 Continuous Feedback Mechanisms from Managers/Leaders (Monthly/Quarterly)

Focusing on Low Performers
 Feedback Mechanisms Coupled with Development Scope Development
 Managers Endorsing Courses & Refresher Modules

 Peer’s Providing Feedback on Monthly Basis (Visible to Managers &Lead) Encouraging the Teams to
Achieve
 Managers and Peers Awarding Skill badges visible to project members.

 Training Managers on Coaching/Feedback aspects

What’s In For the Manager’s & Leaders? Application Scope

Developing Performance & Competency-based

Less Time Spend on metrics for Succession Planning
Effective Tracking of
One-One
Goals
Conversation

Data Centric Developing Performance & Profile-based metrics

Shift From Bell Curve
Performance for Hiring Top Performers
to Power Curve
Evaluation

Team Performance
Real time Feedback
Factor in Manager’s Leveraging tools Like Amber Chabot (InFeedo)
Mechanism
Rating to track performance and mood correlation

Early Identification of
Low Performers
Predictive Analytics to Track the pattern of low
performers And reduce attrition
THANK
YOU
D E B A S I S PA D H I