Performance Management Class Learnings
Session 16
Verizon Case Study (2nd Half)
Indexing
Establishing target for each measure
Weighting each measure
Measures are set from the point of view of the 4 perspectives of the HR scorecard
Communication
Software pbviews: to drill down to root causes
Colour coding
Video and Audio tutorials to better use the software
Review Progress
Financial Payoffs: reduction in separation rate (1% reduction leading to $23.6 million savings); reduction
in absence rate
Link to compensation: Employee performance leads to customer satisfaction which eventually leads to
greater market share.
Accountability of HR to business performance
Role of HR in Strategic Perspective
To question meaning of talent in the context of the organization
Assessing leadership strength- critical competencies that are required, is there enough talent in the
pipeline that possess these competencies
Performance Feedback
Avoiding feedback is human tendency, but it must be addressed. Below are some tips to effectively
deliver constructive feedback:
- Preparation: only based on facts, concrete examples and quoting instances. Also prepare for an
emotional outburst
- Good listening skills
- Presenting feedback by defining standards as per context and not merely stating the feedback
- Clear expectations
- Target the behaviour not the person
- Allow questions from the employees and provide answers that are motivating
- Maintaining the right tone, showing empathy
- Start the meeting on a light note, but remain focused on the agenda
- Allow the employee time to work on the development feedback
- Be open to negotiation
The role of HR is to perpetuate the above tips in the managers to ensure smooth implementation of the
performance management system of the organization.
Caselet 2 Learnings- Sharon
Importance of Constructive feedback: manager mentioned behaviour but it was lacking specific
instances, no guidance to future success in performance
PMS was flawed since it pre defined the number that could be given the highest rating. This is
the forced distribution model that caused demotivation in the employee
Preparation on part of the manager as well as transparency is a must
Caselet 3 Learnings- Donna Johnson
Goals set by PMS should not be so stringent and set in a top-down manner
Not enough articulation on part of the manager, shorter delay between performance and
recording the feedback on the automated system can cause inaccurate recording of
performance
Constant follow ups even post recording the performance is essential so the employee can
adjust and revise behaviours
The performance management practice was looked at as a compliance activity instead of as a
means to develop the employee.
Caselet 4 Learnings- Steve Morrison
More descriptive the feedback, the more useful it is
It is important to train and motivate managers to take performance management seriously so as
to ensure effective implementation
Should the PMS be as long as 3 years, or shorter and more continuous? The approach is more
important than the system itself
Refashioning Performance Management- GAP Inc.
Gap employees were so nice that there was no honest conversation about performance. The objective
was to rethink and revamp the process to make performance management more effective.
Grow, Performance, Succeed (GPS) Model
Consists of:
- Performance Standards
- Goals
- Touch base (shift in culture)
- Rewards
Impact of the GPS model led to increase in performance bars, increased accountability, switch in culture.
SCARF Model:
