“Paraamarsh” Facilitation for L & T : EBG DIV Role of a Manager in Creating a Performance and Feedback based Culture

“Paraamarsh”

Facilitation for L & T : EBG DIV

Role of a Manager in Creating

a Performance and Feedback based Culture

Introduction and your

EXPECTATIONS EXPECTATIONS from this

PROGRAM ?

PALPAL

P - Purpose : Is to understand how Managers Create a Performance and Feedback based Culture

A - Agenda : what we plan to cover (next slide)

L - Time : 9.00 am to 6.00 p.m.

Link between Business Results, Performance of Employees and Building a Strong and Vibrant Workplace

Role of a Manager in building a Strong and Vibrant Workplace (Strength of Workplace)

How do Great Managers obtain Outstanding Performance from their Employees

Understanding why Performance Feedback is not easy for Managers. Types of Feedback

Performance Management as managed by Great Organizations.

Summarization & Learning's for Future.

Agenda

Let us first start by understanding the prevailing Business Scenario:

in our Division / Organization

in India?

in the World ?

How does an Organization attain ...How does an Organization attain ...

..to achieve Outstanding Business Results

Outstanding Performance from Employees

Company’s ability to attract, select, focus, motivate and retain talented / competent employees

Strength Of A Workplace

“A strong workplace is a place where people are happy and perform outstandingly”

IP = AB MO OS EF** +/-

INDIVIDUAL PERFORMANCE (formulae ?)

• IP = INDIVIDUAL PERFORMANCE• AB = ABILITY (COMPETENCE)• MO = MOTIVATION• OS = ORGANIZATIONAL SUPPORT• EF = ENVIRONMENTAL FACTORS




Company’s ability to attract, select, focus, motivate and retain talented / competent employees



The Greatest Challenge for any The Greatest Challenge for any Organisation in The Organisation in The

21st Century…21st Century…

Create a vibrant workplace that motivates, retains and gives direction, to talented employees and…

also scares off non-performers

How do we create a Strong and How do we create a Strong and Vibrant Workplace ?Vibrant Workplace ?

(G.D.)(G.D.)

What do we do to make our people happy ?

Gallups Answer...after...

Interviewing 1,000,000 employees, 80,000 managers. (last count 2,000,000 employees)

Across 400 hundred diverse companies & 2,500 Business Units across various countries.

25 years of research.

The Answer is....

Distribute

The 12 Most Important Questions to The 12 Most Important Questions to Measure the Strength of a Work placeMeasure the Strength of a Work place

1. Do I Know what is expected of me at work ?

2. Do I have all the Material and Equipment Ineed to do my work right ?

3. At work do I have the opportunity to do,what I do best everyday?

4. In the last seven days, have I received recognition for good work ?

5. Does my supervisor or someone at work care about me as a person ?

12 Questions Continued...

6. Is there someone at work who encourages my

development ?

7. At work ,my opinion seems to count ?

8. Does the vision of the company make me feel

like my work is important ?

9. Are my co-workers committed to doing quality

work ?

10. Do I have a best friend at work ?

11. In the last six months ,has someone talked to me about my progress ?

12. At work ,have I had opportunities to learn and grow ?

12 Questions Continued...

Is there any order w.r.t. the Is there any order w.r.t. the 12 Questions ?12 Questions ?

No. 1 is the first and No. 12 is the last. In fact the 12 Q’s and the strength of Workplace can be depicted by “Mountain climbing”

YES…. THERE IS AN ORDER

BASE – CAMP

(1,2)

CAMP – 1 (3,4,5,6)

CAMP – 2(7,8,9,10)

CAMP- 3

Base Camp:

What do I get?

Camp1:

What do I give?

Camp2:

Do I belong here?

Camp3:

How can we all grow?

M

O

U

N

T

A

I

N

C

L

I

M

B

I

N

G

* (Maslow )

SUMMIT

Mountain ClimbingMountain Climbing

WHAT HAPPENS IF WE SKIP A CAMP?WHAT HAPPENS IF WE SKIP A CAMP?

IT LEADS TO “AN EPIDEMIC OF MOUNTAIN

SICKNESS”

AN EPIDEMIC OF MOUNTAIN SICKNESSAN EPIDEMIC OF MOUNTAIN SICKNESSPlease identify if person/persons are happy in the following cases, by first identifying the Camps they belongs to ?

Person asked to work Needs not fulfilled

-on a team He does not know what is expected from him as an individual.

-on innovative ideas or reengineering

He is in the wrong role

-as part of new learning organization

Does not know what manager thinks of him

AN EPIDEMIC OF MOUNTAIN SICKNESSAN EPIDEMIC OF MOUNTAIN SICKNESSNeeds have to be fulfilled first at base camp & camp 1 otherwise it will lead to mountain sickness

He does not know what is expected from him as an individual. .(Base camp: Q1)

-on a team (Camp2: Q7 & Q9)

Does not know what manager thinks of him (Camp1: Q4)

-as part of new learning organization (Camp3: Q11 & Q12)

He is in the wrong role (Camp1: Q3

-on innovative ideas or reengineering (Camp3: Q12)

Needs not fulfilledPerson asked to work

Don’t helicopter at 17,000 ft. straight away otherwise you might die on the mountain

The answers to 12 most important Questions determines the ‘Strength of Workplace’. This strength leads to a happy and performing workplace, leading to retention of talented employees.




Company’s ability to attract, select, focus, motivate and retain talented employees



What are the What are the parametersparameters to to evaluate evaluate Business ResultsBusiness Results ? ?

• Productivity

• Profitability

• Customer satisfaction

• Retention

Organizations no longer talk in terms of Percentage Separations 10 % (MFG), 30 % (IT)… but in terms of:

Percentage of Good Performers Separated

Therefore all High Performing Organizations, to-day make the distinction between Top Performers, Solid Citizens and Bottom Performers

What naturally follows is the detailing in terms of Ranking Individuals, across Cadres, across Departments / SBU’s etc (our MVG committee) …whether we like it or not

Distinguishing Performance




Company’s ability to attract, select, focus, motivate and retain talented employees



GALLOP STUDY

THE 12Qs AND LINKS TO BUSINESS OUTCOMESTHE 12Qs AND LINKS TO BUSINESS OUTCOMESCustomer

satisfactionProfitabily Productivity

Emp. Turnover

Q1. I Know what is expected of me at work. # # # #

Q2.I have all the material and equipment I need.

# #

Q3. I do what I do best everyday. # # #

Q4.I have received recognition for good work in the last 7 days.

# # #

Q5.My supervisor or someone at work cares about me as a person.

# # # #

Q6.There is someone at work who encourages my development.

# #

Q7. My opinion seems to count. # # #

Q8.The mission / purpose of my company makes me feel my job is important.

#

Q9. My co-workers are committed to quality. # #

Q10. I have a best friend at work. # #

Q11.In the last 6 months, someone has talked to me about my progress .

# #

Q12.In my last 1 year, I have had the opportunity to learn and grow.

#

TOTAL 6 8 10 5

Questions

Relationship between Strength Relationship between Strength of Workplace and Business of Workplace and Business

ResultsResults

Each one of these 12 questions was linked to one or more business outcomes.

Employees rated the questions differently, depending upon which business units they worked in, rather than which company.

Most Powerful QuestionsMost Powerful QuestionsQ1. Do I Know what is expected of me at work ?

Q2. Do I have all the material and equipment I need to do

my work right ?

Q3. Do I have the opportunity to do what I do best

everyday ?

Q4. In the last 7 days, have I received recognition or praise

for good work ?

Q5. Does the Supervisor or someone at work care about me

as a person ?

Q6. Is there someone at work who encourages my

development ?

Are they the Most Powerful Questions ?

THE 12Qs AND LINKS TO BUSINESS OUTCOMESTHE 12Qs AND LINKS TO BUSINESS OUTCOMESCustomer

satisfactionProfitabily Productivity

Emp. Turnover

Q1. I Know what is expected of me at work. # # # #

Q2.I have all the material and equipment I need.

# #

Q3. I do what I do best everyday. # # #

Q4.I have received recognition for good work in the last 7 days.

# # #

Q5.My supervisor or someone at work cares about me as a person.

# # # #

Q6.There is someone at work who encourages my development.

# #

Q7. My opinion seems to count. # # #

Q8.The mission / purpose of my company makes me feel my job is important.

#

Q9. My co-workers are committed to quality. # #

Q10. I have a best friend at work. # #

Q11.In the last 6 months, someone has talked to me about my progress .

# #

Q12.In my last 1 year, I have had the opportunity to learn and grow.

#

TOTAL 6 8 10 5

Questions

YES THE FIRST SIX ARE THE MOST YES THE FIRST SIX ARE THE MOST POWERFULLPOWERFULL

Most (max. no.) as well as the strongest links to business outcomes.

This means that the Manager is the critical player in building a strong and vibrant

workplace !

Under the direct influence of the Manager.

First part of Agenda covered ?First part of Agenda covered ? What is the ‘Role and Importance’ of

MANAGERS in today’s Chaotic Business Scenario?

The MANAGER is the most critical player in building a Strong and Vibrant Workplace.

Summary :

INSIGHT :2 Q12 , the twelve most important questions determine the Strength of Workplace and Managers need to review and act on them for retaining their talented employees.

INSIGHT :1 If Business Results are what Managers desire, then they need to Strengthen their Workplace -for there is a direct relation between Strength of Workplace & Business Results.

INSIGHT :3 Talented employees may join our organisaton because of its Name, Leaders, Benefits or World-Class Training, but how long an employee stays & how much he is productive depends on his Immediate Supervisor / Manager. The Manager is therefore the most critical player in building a strong & vibrant organisation.

But first…..

Great Managers Believe thatGreat Managers Believe that................ Each individual is true to his unique nature.

(Story:Frog & Scorpion, Bomsi, duped in business) They recognise that each person is

motivated differently. ( Plaque - family, plc )

Each person has his own way of thinking and his own style of relating to others. (cjf, hajira : trouble-maker)

They know that there is a limit to which remolding can be done to people ( TQM, kmn )

• They focus on strengths rather than try to improve weaknesses. ( E.g. Abhi )

D. Develop the Person.

C. Motivate the Person.

B. Set Expectations.

A. Select a Person

THE 4 CRITICAL ACTIVITIES

… and this ‘Unique’ belief-systembelief-system of the great managers help them perform critical activities better than the average managers !

Conventional Wisdom “

1.Select a person ….based on his experience, intelligence, and determination.

2.Set expectations..by defining the right steps

3.Motivate the person… by helping him identify and overcome his weaknesses.

4.Develop the person…by helping him learn and get promoted.

11stst Key Key

Select for ?

The First Key : Select for ?The First Key : Select for ?What is more Important while Selecting Experience, Brainpower, Willpower or else?

Conventional Wisdom says :“Experience makes the difference.” Managers who place a special emphasis on experience pay closest attention to a candidate’s work history. They see his past as a window to his future (6-13%). (re-employ after 5 years)

“Brainpower makes the difference.” These Managers put their faith in intelligence. They say that as long as you are smart, most roles can be “figured out.” (succ: Av IQ)

(4-12%, Max:20%)

The First Key : Select for ?The First Key : Select for ?

What is more Important while Selecting Experience, Brainpower, and Willpower or else? Cont…

“Willpower makes the difference.” “Success is 10 percent inspiration, 90 percent perspiration”. When selecting people, they look for past evidence of grit and hard work

Great Managers would agree with all of this advice,..but they also believe in something else…

The First Key : Select for AttitudeThe First Key : Select for Attitude

Great Mangers agree that…. Experience - can teach valuable lessons. Intelligence - aids in valuable analyses Willpower - helps to persevere & work hard

but they believe that ……. Attitude - is the prerequisite for

EXCELLENCE

Eg. empathy (nurse), assertiveness (shop)

The First Key : Select for AttitudeThe First Key : Select for Attitude

Here we come to one of the profound insights shared by Great Managers :

Skills, Knowledge, and Attitude are distinct elements of a person’s performance.

The distinction among the three is that skills and knowledge can easily be taught, whereas attitude is very difficult to train and change.

The First Key : Select for the The First Key : Select for the required Attituderequired Attitude

How do Great Managers find the required Attitude while Selecting ?

Great Managers follow these two techniques :1. Know what Attitudes they are looking for2. Study your best

In the end, much of secret to selecting for Attitude lies in the art of interviewing…...

Key Issues on Attitude Interview :Ask Open Ended Questions

• To reveal himself by the choices he makes.• Mirrors verbally what he faces on job.• Answers to be consistent, direction and

choice connected with job requirement. • e.g. How closely should people be

supervised? What do you enjoy most about your job? (lenus)

The Art of Interviewing for AttitudeThe Art of Interviewing for Attitude

The greatest discovery of my life is that a human being, can alter his life, by altering his “ATTITUDE”

…difficult as it maybe!

AttitudeAttitude

………William James

11stst Key Key

Select for Attitude

The 2nd KeyThe 2nd Key

How does a Great manager get work done from his Subordinates?

How does he set expectations ?

Dilemma of Great ManagersDilemma of Great Managers

As a manager you may think you have Great Control.

You are wrong. You can’t make things happen. It is the Individual who decides what he finally wants to do or not.

You can at best only motivate, influence, berate, or cajole, in the hope that people will do what you ask

This is not control, it is at best Remote Control.

Dilemma of Great Managers ….

Gen. John Galvin, Supreme Allied Commander in Europe and C-in-C of U.S. Europe Command,was once asked what it was like to be in charge of so many and varied forces.His reply : “I often feel like the

director of a cemetery. I’ve a lot of people under me, but nobody listens.”

Dilemma of Great ManagersDilemma of Great ManagersYou cannot control people, you can at best

remote control Human beings are different - talent, style,

needs….People don’t change that much. You cannot

force them to change the way you want.Managers exist for the purpose of ensuring

performance,so they need to retain controlDilemma to retain control v/s not wanting to

force people to change and perform.

Dilemma of Great ManagersDilemma of Great Managers

Focus on Performance, hence Retain control

Cannot force everyone to perform in the same way

What do Great Managers do ?What do Great Managers do ?

Define the outcomes and let each Individual find his own way.

“ The best executive is the one who has sense enough to pick good men to do what he wants done, and self restraint enough to keep from meddling with them while they do it !”

- Theodore Roosevelt

Setting Right Expectations….

Why is it the Best Way ?Why is it the Best Way ?It takes care of people being

naturally different & yet meeting performance standards.

It helps in determining the path of least resistance.

It encourages people to take responsibility (KJP)

Creates a tension for performance.

But….

Why is it so Difficult ?Why is it so Difficult ?

People must earn ‘Trust’ first

My People are not perfect. My people do not have enough

talent. Some outcomes are not tangible.

How do you Know if the How do you Know if the outcomes areoutcomes are

What is for your Customers.

What is for your Company

What is for the Individual

The 2nd KeyThe 2nd Key

Defining the

Outcomes

Set Expectations By…….

and letting each individual find his own way

33rdrd Key Key

Motivate By…..

The 3rd Key : Focus on ?The 3rd Key : Focus on ?

Conventional wisdom tells us…

Each person’s greatest room for growth is in his/her areas of greatest weakness.(PA)

After selecting for Attitude and DEFINING THE RIGHT OUTCOME, how do organizations progress further towards PERFORMANCE?

This assumption is

The 3rd Key : Focus on The 3rd Key : Focus on StrengthsStrengths

Great Managers however think differently. The world’s best managers work under the following assumption:

Each person’s greatest room for growth is in the area of his greatest strengths and not weaknesses


Therefore, great managers cultivate excellent performance by:

Finding the strengths of each individual

Focusing on these strengths consciously (every individual can do at least one thing better than ten thousand other individuals)

Placing her in a role where her strengths – flourishes : avo

Pay for Performance


How to manage around weakness?

Do not only focus on strengths

Do not ignore / procrastinate on weakness

Confront quickly, otherwise result will be: poor performance

What is the first step?

Identify whether weaknesses are due to skill/knowledge, non attitude or attitude?


How to manage around weakness? If Issue is one of Skill and Knowledge:

Skill and Knowledge are Trainable

If Issue is of Non- Talent such as: mechanical causes (tools, resources) personal causes (problems, death…) lack of right motivation (plaque)

These may be slightly difficult to address but weaknesses can be overcome with help.

…..continued


How to manage around weakness?… cont

If it is an attitudinal Issue, then Great Managers do not ignore the weaknesses. They find two possible routes to manage around them…

1. Devise a Support System

- glasses, spellchecker, door for insurance agent, business calls on personal line, counting your chickens, before they are…heated!

2. Find a Complementary Partner one Complements the other e.g. Jeff B.

The 3rd Key : Focus on The 3rd Key : Focus on StrengthsStrengths …..continued…..continued

How to manage around weakness?

3.Find an Alternative Role

There are some people for whom nothing works. You have to find this employee an alternative role. You have to move him out!

• How do you know that you are at that point?

When you know it is a placement error and no amount trying to improve, will help!


Great Managers do not believe in the Golden Rule, i.e.,

“Treat people as you would like to be treated”

They reject the Golden Rule. Instead, they say

“Treat each person as he would like to be treated”

A. Singh / Sansgiri


Managers spend most of their time with their ---- employee? Exercise: rank 1 to five on left v/s actual time spent on right

GREAT MANAGERS spend their most time with their BEST people.

it is the fairest thing to do (the best are the most deserving, they need your time more)

result will be richer, with greater value additions

it is the best way to learn (from stars, you learn about excellence and from mediocres, you learn about failures!)

Control, instruct v/s catalyst for Performance

Appraisal for a Marketing Appraisal for a Marketing ExecutiveExecutive

Initiative3Negotiating skills3

Commercial Knowledge

2Functional Knowledge

2

Planning Skills1Customer Focus1

WEAKNESSESSr. No

STRENGTHSSr.No

33rdrd Key Key

Focusing On Strengths

Motivate By…..

The 4The 4thth Key Key

Develop the Person By….

CONVENTIONAL WISDOM TELLS US THAT ONE

Develops a person by helping him learn the skills, knowledge and

talent required of the next cadre

The FitThe Fit

But in Reality there is: “The Blind Breathless

Climb” Every employee wants to know when he will grow…..

When he will be Promoted to the next cadre if not future cadres..

The FitThe Fit

Peters Principle….

Most employees are promoted to their level of incompetence.

Unfortunately, one cadre doesn’t necessarily lead to another

(because the person may not be ready)

The FitThe Fit

In conventional ladder everyone wants to move up…., more impressive title, larger cabin, more salary, more perks.

Employees jump from one cadre of excellence to mediocrity in the next.

Next rung is not more complex, it is different. It generally requires different competency and person may not possess these (Marc : reporter)

-HS workman. To Supervisor

-Sales person to Manager - Computer Programmer to Systems Analyst.

Why one cadre doesn’t necessarily lead to anotherThe FitThe Fit

Also there are many employees for one rung these creates bottlenecks.

Above leads to conflict and disappointment

One cadre doesn’t necessarily lead to anotherCont..

The FitThe Fit

1. Graded Levels of achievement for every role 10-18 yrs to achieve world class competency e.g.

Sculptor, Mathematician, Neurologist.(Life is short, Art is long)

To achieve world class levels - requirements are time, focus and developing of expertise e.g.Lawyers - Corporate, Criminal and Tax

Laws (associate, partners) V.President - House-keeping.

Create Heroes in every role“MAKE EVERY ROLE PERFORMED AT EXCELLENCE

– A RESPECTED PROFESSION” HOW ?

The FitThe Fit

1. Levels of achievement (cont.,) AT&T desk solutions (how to start a

computer, how to proceed when stuck up, what to do when intranet crashes)

At PHILIPS junior engineer to engineering director.

Allied Breweries- bartender levels achieved 100, 500, 3000.

Create Heroes in every roleThe FitThe Fit

Help to find the Right Fit.Where his Competencies ( his Strengths) matches his Role.

Do not Promote without checking this match, or else you will promote him to his Level of Inefficiency (shop to office)

You may Job Rotate a person for the purpose of exposure, but you must finally fit him where his strengths lie (MT‘s)

Solution to Developing People:The FitThe Fit

The 4The 4thth Key Key

Finding the Fit

Develop the Person By….

Other Roles Great Other Roles Great Managers Play In the Managers Play In the

Career of the employeeCareer of the employee

Create Safety Net.

The Art of Tough Love.

Safety NetSafety Net Trial periods in different

roles.

Move employees back to their previous roles if they do not fit in the present roles.

e.g JR

The Art Of Tough LoveThe Art Of Tough Love Reconciling an uncompromising focus on

excellence with a Genuine need to care. Confronting poor performance early and

directly, yet keeping relationships with

employee intact. (thanking later) Stems from an understanding of

Employee’s Strengths and Weaknesses (SST Confirmation / Probation)

When selecting someone select for attitude NOT simply experience, intelligence and determination.

When setting expectations,they define the right

outcomes….NOT the right steps... When motivating someone they focus on

strengths NOT on weaknesses.

When developing Someone , they help find the right fit …NOT simply the next rung of the ladder.

Performance Management

A

B

25%

25%

75%

Job as Employee Sees it

Job as Boss Sees it

A

B

Employee paying attention to, but Boss perceives as unimportant

Employee missing out, on what boss perceives as important

A good PM System, would take care of the Wrong Perceptions

TYPES OF FEEDBACK, A MANAGER IS SUPPOSED

TO BE GIVING TO HIS SUBORDINATES !

Types of Feedback

Related to Work

- Structured- Unstructured

Related to Competencies

- Structured- Unstructured

Personal

- Related to work- Related to personal affairs

Case

Why Performance Feedback to Subordinates is so very

Important ?

To help achieve their goals ( Individual, Organizational, 2nd key )

To guide for enhancing their competencies by focusing on their strengths and working around the weaknesses (Abhijit, 3rd key)

To aid in improving their relationships with seniors, peers & subordinates (Vishwas)

To understand and meet their recognition and Motivation needs (packages and plaque)

Why Give Feedback to Subordinates

There are two things people want more than “Sex & Money :

--it’s “Praise & Recognition”.

Praise & RecognitionPraise & Recognition

….Mary Kay Ash

Why Performance Feedback is not easy for Managers

Uncomfortable at giving feedback, +ve & -ve (GETs)

Bad past experiences from difficult employees (time)

Unhappy with the existing system (ownership missing)

Senior, unclear about role/goals (I really don’t know)

Emotional incompetence for guiding on relationships

Inability to confront poor performers (CEO:asert)

Skewed style of Working (gosh)

Why do Managers generally shy away from giving feedback?

Why accepting Feedback is so difficult for most Subordinates

Wrong setting (away from workplace) Beginning the feedback on a wrong footing Once in a year feedback (assimilating the negative

and Rewards Linked) Most of us don’t welcome negative feedback

(Stars/Das) Too much of focus on negative aspects and positive

brought out in passing only.(Role play) Strained boss-subordinate Relationship Seniors doesn’t walk the talk (allowances, late

coming, ) Boss’s critical nature (Sensgiri) Difficulties involved in changing. (Self, System &

Procedures)What is the Right Way to give Feedback?

Why do most subordinates not accept the negative feedback?

Case

Performance Management as Managed in Great Organizations…...

Performance Management Performance Management through Wisdom of Great Managerthrough Wisdom of Great Manager

When setting expectations, define the right outcome, not the right steps

When motivating, focus on strengths & not weaknesses

When developing , help in the right fitmentnot in reaching the next cadre

Great managers convert this wisdom into action by following a Great managers convert this wisdom into action by following a schedule on PM throughout the year, not just at the time of PAschedule on PM throughout the year, not just at the time of PA

.

Some Basic Rules Followed by Great Organizations for Performance Management

Keep the PM Schedule Simple Start the year by understanding the employee and his

needs – seeing the World through his eyes Frequent detailed interactions on goals achieved ,

strengths, recognition, relationships (minimum quarterly)

Focus more on future Maintain a jist of the structured meeting & share it

with subordinate. Start next meeting from where you left off.

Preferably Maintain Performance Diary(ex-for a year)

.

Understanding the Employee (Yearly or two months after joining)

Purpose: To understand his strengths , goals, needs- as he perceives, through his eyes (pot, nag)

Contd…

1. Is your current role clear?(20% no)2. What are your goals for this role?3. What do you perceive as your strengths and your areas for improvements?(improvements?)4. Do you think your strengths match your current role?5. How do you plan to improve?(not thought of?)6. Is learning taking place on your assignments?7. Do you get to display any creativity on assignments?

.

Contd…

Understanding the Employee …Continued

8. Is your development taking place?9. Are your seniors open and transparent? 10. How are your relations with seniors /

subordinates/peers?11. Is there anything that you want to talk about

that might help us at work? (nag) 12. What was your best praise that you received at

work? What made it so good? (best clue) 13. What are the 3 things you will do differently, if

you were in your boss’s place & why? (load more)

14. What three things frustrate you on the job? (?)

.

His understanding of himself and yours of him may differ. The Quarterly Appraisals gives a chance to vet these and come to a common understanding

Understanding the Employee …Continued

15. What will you retain you in L&T for the next 5 yrs?

16.Is there anything that you want to talk about that might help us at work? (growth)

17. How do you wish to have the feedback sessions: Quarterly or more?

Quarterly Feedback Meetings: The Steps to Annual Feedback

REVIEW OF PAST1. Actions Initiated against the Objectives

Discuss at Length Percentage of objectives achieved What went well What could have been done better Help through Partnerships Overall satisfaction level of appraiser

2. New Learning's On the job Learning Through training (technical/behavioral) Through new books read Contd..

3. Creativity Displayed At the time of solving problem New Ideas generated Borrowed ideas from readings, colleagues

etc.

4. Relationships built: Strengthening old ones New Ones developed (difficult people

also) With Superiors (image building) With subordinates (result of changed

actions)Contd..

Quarterly Feedback Meetings. Continued

Review for Future Three Months1. Activity:

Changed objectives where required Where do we go from here (speed up or

consolidate) Try out something new

2. What new areas of Learning’s do we expect?3. How to bond relationships further?

Quarterly Feedback Meetings... Continued

SL NO.

Marketing Design Manufacturing

1 Customer Focus Analytical Skills Leadership Skills

2 Knowledge- Functional, Commercial & Marketing

Functional Knowledge

Assertiveness

3 Interpersonal Skills Customer Focus Job Knowledge

4 Communication Skills

Meticulousness Problem Solving

5 Negotiation Skills Creativity & Initiative

Interpersonal Skills

Developing of Key Competencies for your Function

How Frequent Feedback Helps?

The goals achieved relate to last 3 months only. Hence easy to relate with examples

Frequent Interactions clears doubts and brings forth mutuality of rating at the end

Conversation is vivid and an improvement on previous meeting.

Lots of Practical advice well received for improvement, with no immediate linkage to rewards.

Sensitive Issues of poor performance well received, with an objective to improve in next 3 months

Helps to Identify Strengths & Weaknesses much better with mutual agreement.

Improved relationships in good and in difficult times.

Spare able time of 1 to 1-1/2 hrs per quarter per person in spite of usual time constraint

Overall stronger partnerships through mutual help.

““The interest Great Managers take towards The interest Great Managers take towards their subordinates will SHOW”.their subordinates will SHOW”.

How Frequent Feedback Helps?... Continued

SUMMARYSUMMARYWe can achieve exceptional and sustained

business results if we can get our employees to perform outstandingly.

Outstanding performances can be achieved by attracting, selecting, focusing, motivating and retaining Talented/competent employees.

If we desire excellence in performance, create A Strong and Vibrant workplace.

We can measure, review and improve the strength of workplace though Q12.

SUMMARY cont…SUMMARY cont… We realize that more than Company

polices, procedures and even pay scales, it is the Immediate Superior or Manager, who is responsible for not only building a strong workplace but also retaining talented employees.

Great Managers believe in spending most of their time with their most productive employees….

SUMMARY cont…SUMMARY cont… The way a manager performs his 4 Critical Activities should change from the conventional as follows…

Activity Conventional

Change to..(What Great

Managers do….)

1. Select the right person...

For his experience,in-telligence, determination

Key 1

Yes – experience, intelligence & determination are threshold requirements, but the real differentiator is

Attitude

SUMMARY cont…SUMMARY cont…


2. Set expectat-ions by laying down...

The right steps in detail

Define the right outcomes

- and let each individual find his way

Key 2


Managers do….)



3. Motivate..-By focussing on weaknesses

By focussing on strengths and managing around the weaknesses !

Keys 3Change to..(What Great

Managers do…)

-Treat people as you would like to be treated

Treat each person as he would like to be treated



4. Develop.. By helping him to learn & get promoted.

By helping employee find the right fit !

Keys 4


Managers do…)

Any Performance Management System to be effective, has to be practiced throughout the year

Understanding your employee first and seeing world through his eyes is the starting link to good PM

Performance Feedback aids subordinates in reaching their goals, enhancing their competencies, improving relationships and motivating them.

Structured Feedback given in short intervals for small lengths of time are the most effective

A Great Manager will always own up his responsibility to give correct and timely feedback to his subordinates.

SUMMARY cont..

Link between Business Results, Performance of Employees and Building a Strong and Vibrant Workplace

Role of a Manager in building a Strong and Vibrant Workplace (Strength of Workplace)

How do Great Managers obtain Outstanding Performance from their Employees

Understanding why Performance Feedback is not easy for Managers. Types of Feedback

Performance Management as managed by Great Organizations.

Summarization & Learning's for Future.

What we promised to cover….

Identify strength

s

Great managers

Loyal customers

Real profit

increase

Stock increase

Sustainablegrowth

The right fit

Engaged employees

1 2 3 4

7 8 9 10

5 6

11 12

Path to sustained increase in Shareholder Value

It is an immutable Law of Business, that words are words, explanations are explanations, promises are promises,

….but only PERFORMENCE is REALITY

PERFORMANCEPERFORMANCE

….Harold S. Geneen

...and there is no running away by us, from this reality of PERFORMANCE

Thank you !

Thank you !

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ENERGIZERS Cont..

Replace any 3 marbles

to form Family Planning Triangle

How to join these 10 Dots with 5 consecutive

straight lines without lifting the

pen or repeating lines

Documents

“Paraamarsh” Facilitation for L & T : EBG DIV Role of a Manager in Creating a Performance and Feedback based Culture