siliconindia | | October 20198WPurvi is an expert in the strategic HR management & talent transformation space with in depth knowledge of best practices in human resource and organizational development processesBy Purvi Sheth, CEO, Shilputsi Consultantshile the topic to write on was called `New age Performance Management', I have chosen to slightly modify it. This is because I believe Performance Management only partly conveys what this process is all about today. Calling it Organisational Effec-tiveness & Empowerment (O.E. & E.) is no radical concept or disruption, but purely a statement of truth & purpose. Performance management has come to this over an initially gradual process to a rapid development in the last few years. It's important to look at the his-tory of performance management to appreciate where it is today and why it needs to be considered, as such a criti-cal process that has significant ramifi-cations to a business.Performance appraisals were appar-ently invented by WD Scott in World War-I. Obviously, there were many it-erations in every decade to make the process more malleable, fair and real-istic. Here's a look at how it evolved:The last few years, appraisals have played a critical role in an organisa-tion's success in so many ways. It is no longer about individuals and their re-lationship with their jobs, but is a pro-cess that can tell you about the culture of a company, potential effectiveness of teams, training gaps of employees, opinions of partners & customers on your team, skill threat & heaviness in a company and a myriad other aspects of the organisation. Not only that, a performance appraisal process can be a predictor of your business result pat-terns and overall business health. This transformation is a result of both businesses and individuals want-ing more from this process. When we spoke to individuals across multiple sectors and management levels, we found that there were minor differences on outcomes expectations. However, a resoundingly unanimous opinion was that performance appraisals should be a two-way feedback mechanism to em-power people & teams. It should tell a company where its members stand today and where they can go with the right support/retraining/structures. The concept of using it merely for promo-tions and increments is obsolete. What You Want To Know The Organisational effectiveness aspect plays a big role here. Every company has its way of working and intricacies therein. Most companies use the process to find out what level playing filed is a person at vis-a-vis the job. Typically, boss ­ subordinate feedback mechanism is used, but not always effectively. When modifying your performance management process, it's important to be clear about your objectives. What aspects of performance are you looking for? Are job roles & KPIs clear? Are competencies for each job defined? What is the validation methodology? What is the rationalisation mechanism of subjective feedback? While probing training needs, how congruent is L&D with what your business entails? Ques-tions can be used more like bench-marks, encouraging people to think of the future of life & work like:· What are you working on when you feel the most purposeful?· What would you attempt to do in the next year if you knew you could not fail?· Given what you know about this person's performance, and if it were your own money to give out, would you award this person the highest possible compensation increase and bonus? ­ strongly agree to strongly disagree (Delloitte)Companies tend to wonder why they aren't getting appropri-ate data when they haven't asked the right questions. How You Get Information Timelines: As an organization, you can decide if you want absolute real time appraisals, to more spread out timelines like a week/month or quar-terly. You may note that only annual evaluation is no longer an option. The workforce wants you to know their ORGANIZATIONAL EFFECTIVENESS & EMPOWERMENT IN MY OPINION
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