By

Dr. J P Joshi
19th Sept. 2020

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Recap: Session 4 & 5

• Performance Management Process

• Performance Appraisal (PA)
• SMART Goal
• Performance = What + How
• Appraisal methods
• Discussion-1: Virtual Performance Review and employee morale &
productivity

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Performance Appraisal template

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Appraisal template

Components of Appraisal form

• Basic employee information

• Accountabilities, Objective and standard
• Competencies and indicators
• Major achievements and contributions
• Development achievements
• Development needs, plans an goals
• Stakeholders inputs
• Employees comments
• Signature

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Sample Performance Appraisal template

Appraisal Format
- Mgt Staff

Appraisal Form -
NMS-Workmen

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Performance Review Discussion

Prepare for the During the Review

Follow up actions
Review meeting meeting

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Performance Review Discussion

As an Employee

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Performance Review Discusion

As a Manager

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Exercise

Performance Review Discussion – Gone bad (4 min 20 sec.)

https://www.youtube.com/watch?v=eQbycpK8h7Q

Exercise: Performance Review Discussion – what went wrong

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Exercise

Effective Performance Review Discussion (4 min 20 sec.)

https://www.youtube.com/watch?v=E34Zt1cEpFA

To achieve results, individuals and teams need to know what is expected of them
using Effective Performance Appraisals

Exercise: Performance Review Discussion – What went good

5 Tips to Ace Your Performance Review

https://www.youtube.com/watch?v=ua5OAK92zCY

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Performance Review Discussion

The Performance Review meeting

Manager Employee
• Sets the right atmosphere – discussion, not • Clearly articulates relevant facts and events
judgement
• Is an participant in the discussion, not just a
• Focuses on facts, not assumptions. Listens passive receiver
• Is future orientated: ‘what do we do next year?’ • Remains open, objective and non-defensive
• Partnership viewpoint: ‘how can I help you to • Is future-orientated: ‘how can I achieve more
achieve your goals?’ next year?’
• Notes development needs or draft • Notes development needs or draft
development goals for the Development development goals for the Development
Discussion (can schedule back-to-back or later) Discussion (can schedule back-to-back or later)
• Shares preliminary overall assessment and
likely individual Performance Bonus award
(where applicable)
• Confirms Next year Performance and
Development Goals

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Performance Mgt Process

Performance Appraisal Problems

• Appraiser discomfort.
• Strictness/ leniency.
• Unconscious bias like halo effect (once a star, always a star), horns effective
• Recency effect (the most recent event takes precedence over entire year’s
performance)
• Proximity (near me and hence have more data for evaluation) and be mindful to
review full years’ performance objectively
• Bias and lack of objectivity.
• Manipulating the evaluation.
• Central tendency error.
• Supervisor unable to observe behavior.

Case Study: The Gentleman’s “Three”

• What problems do you see in the Performance Mgt System?

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Performance Appraisal

Exercise:

Design a Performance Appraisal system for a Car Driver

• Job Specification/ Requirements
• Key Performance Indicators (KPIs)
• What are the non negotiable elements of the job
• Development plan

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Performance Appraisal

Exercise:

Design a Performance Appraisal system for a Sales Manager and share it with me
during next week

• Job Specification/ Requirements

• Key Performance Indicators (KPIs)
• What are the non negotiable elements of the job
• Development plan

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Case: Rob Parson at Morgan Stanley (A), by M. Diane Burton

Which Performance Appraisal method was used at Morgan Stanley?

What is Paul’s dilemma

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Performance Coaching

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Performance Coaching

Performance Coaching

Performance Coaching is a process where one person

facilitates the development and action planning of another,
in order that the individual can bring about changes in their
lives. ... Performance Coaching helps you move forward at
your pace within an equal and trusting relationship.

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Performance Coaching

Performance Coaching Process

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Performance Coaching

Performance Coaching Process

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Performance Coaching

Performance Coaching: The GROW Coaching Model

The GROW model (or

process) is a simple method
for goal setting and problem
solving. It was developed in
the United Kingdom and
was used extensively in
corporate coaching in the
late 1980s and 1990s. There
have been many claims to
authorship of the GROW
model as a way of achieving
goals and solving problems.

https://www.youtube.com/watch?v=hskye-vDNzM

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Performance Coaching

The GROW Coaching Model

Exercise: Performance Coaching

Microsoft Word
Document

Ref case study: Rob Parson at Morgan Stanley (A)

Task: Paul Nasr has to Coach Rob to improve his behaviour and adjust in Morgan
Stanley culture.

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Exercise – Role Play - Performance Review Discussion

Exercise: Role Play Role Play

• Manager: Sarah
• Employee: John

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Balanced Scorecard and Measurement tools

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Balanced Scorecard

The balanced scorecard is a strategy performance management tool – a semi-standard

structured report, that can be used by managers to keep track of the execution of
activities by the staff within their control and to monitor the consequences arising from
these actions.

A balanced scorecard is a performance metric used in strategic management to identify

and improve various internal functions of a business and their resulting external
outcomes. It is used to measure and provide feedback to organizations.

https://www.youtube.com/watch?v=SV7FDpPdPVQ

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Balanced Scorecard

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Balanced Scorecard

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Balanced Scorecard

Components of Balanced Scorecard

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Balanced Scorecard – Example - Amazon Balanced Scorecard
2020

2020

2020

2020

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Balanced Scorecard – Example of a Bank

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Balanced Scorecard

Limitations

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360 Degree Feedback for Development

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360 Degree Feedback

360 Degree
Appraisal and Feedback

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360 Degree Feedback

Example: Feedback dimensions for a Project leader

1. Leadership skills.
• Visioning, Business understanding, Strategic thinking, Role model, Learning facilitation,
Motivation, Empowerment

2. Managerial skills
• Planning, Organizing, Delegation, Control, Networking

3. Team management.
Communication, Problem solving, Trust, Recognition, Respect,

4. Work Standards
• Creativity, challenges status quo, Task orientation, Time management, Professionalism,
customer orientation

5. Personality
• Behaviour, Communication, Interpersonal relationship, Assertive, Aggressive, submissive,
impression, body language, temperament, calm & composed, proactive, listening
6. Values
• Integrity, Commitment, Passion, Seamlessness & Speed

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360 Degree Feedback

Exercise

• One volunteer required for receiving feedback from

peers
• Peers will provide feedback to the Volunteer on 6
dimensions (Leadership skill, Managerial skill, Team
management, Work Standards, Personality and Values)
• Rating will be done on a 5 point Rating Scale, where 5
Star is the Highest “Role model” and 1 star is the lowest
“Improvement area”

• Strength & Development area

https://forms.office.com/Pages/ResponsePage.aspx?id=reFRbkvFOUu1mA_-
muaP79N7DoITH0BPgubU0oXDkspURDlUT0VPT1k5NVNYTjlLQUsxQUpUT0RSQi4u

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360 Degree Feedback
Feedback Report – Praveen

360 Degree Feedback - Results

Number of people gave feedback

Your Overall Perceived Image Index

Your Self Image Index

Overall
Perception Gap
S. No. Dimensions Self Rating Perceived Median
(Self & Others)
Score

1 Leadership Skill 4 3.12

2 Managerial Skill 5 3
Team
3 3 2.73
Management
4 Work Standards 4 3.31

5 Personality 4 3

6 Values 5 3.12

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360 Degree Feedback

Advantages

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360 Degree Feedback

Limitations

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Thanks !

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