By

Dr. J P Joshi
26th Sept. 2020

>>
Recap: Session 6 - 8

• Performance Appraisal Templates: White Collar and Blue Collar (Workmen)

• Performance Review Discussion
• Phase: Before, During and After
• Performance appraisal problems
• Exercise: Design a Performance Appraisal system for a Driver
• Performance Coaching:
• GROW Model
• Exercise: Role model (Ref Case Rob Parson)
• Balance Score card and Measurement tool
• 360 Degree Feedback
• Exercise: Feedback from peer group

>>
HR Landscape

HR Planning De-recruitment

Performance
Recruitment Selection Management Rewards

Training

Legal Environment

Mega Trends
Performance Management System

An effective PMS comprises of

A continuous process of setting individual professional goals and

Career Planning exploring ways to achieve them

A process of Increasing an employees' potential for advancement and

Career Development career change.

A process for identifying and developing new leaders who can replace
Succession Planning old leaders when they leave, retire or die.
A process of building Bench strength.
Career

Important elements of Career

• A properly sequenced job-related activities

• It may be individual-centric or Organization-centric

Job Architecture

Joblevel Chief Marketing Officer

Executive
Head of Accounting
Upper
Management Research Manager

Department Head

Team Lead Sales

Representative
Senior Research
Assistant
Junior
Marketing R&D Production Sales Admin HR

Job Family

>>
Career

Academics R&D Corporate

Principal Each level has Different

Director MD
Scientist • Requirements/
Qualification
Professor Scientist VP • Skill sets
• Responsibilities
• Compensations
Associate
Jr Scientist GM • Status
Professor
• Recognition

Asst. Professor Research Fellow Manager

Mgt Trainee
Career Paths
General Management Career Path Functional Management Career Path
Business Head Group Function Head

Unit Head / Function Head –

SBU Head Company / Business

Function Head - Unit

Manage Managers
Manage Others (Manager)
Manage Self (Mgt Trainee)

• The career stages up to Function Head are the same on both the paths i.e.
A Function Head either develops in the General Management Path or the
Functional Management Career Path
• At each career stage, beyond ‘Manage Others’, there will be a selection of
“must-have” exposures

>>
Approach to Career Growth

Traditional Evolving

• A series of jobs in the same profession • Cross Functional

• High tendency of vertical growth in • Horizontal moves

one organization
• Specialist Vs Generalist
• Tendency to stretch for the
organization • Employees identify more with the
profession rather than the
• Identification with the organization organization
Career Planning

• Interest,
1 Know your self • Personality,
Career Planning • Skills
• Strengths
• Lifestyle
• Work values

• Internship
2 Explore Options • Volunteering
• Stretched assignment
Career Development
• Community participation

• Decision making
• Make efforts
3 Take Actions • Networking
• Branding
Succession Planning • Visibility
• Continuous learning
• Thought leadership
Career Planning

Tools for Career Planning

Career Planning
• Self Assessment tools
• Individual Counselling
• Career Information within the organization
• Job Posting

Career Development • Skill inventory

• Career ladders
• Career resource center
• Employee Assessment programs
• Employee development programs
• Career program for special group: Women, Early Career, University
Succession Planning
hires (MTs/ GETs) etc.
Career Planning

A. Generalist? Ability to work outside of core area

(Breadth)
B. Specialist?
Functional
C. Generalized Specialist? area or
specialty
(Depth)

Which category do you belong to?

Ashish Vidyarthi Virat Kohli Elon Musk

SWOT Analysis of Rob Parson

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

SWOT Analysis of Rob Parson

• What were the key mistakes by Paul while hiring Rob?

>>
 360 Degree Feedback
Case Study: Rob Parson at Morgan Stanley (A), by M. Diane Burton

>>
Career Development

An effective PMS comprises of

Career Planning

Why career Development?

Career Development
• Growing in-house leaders
• Retain expertise
• Business continuity and sustainability
• Employee retention
Succession Planning
• Adapting to changing business
environment.
• Employee motivation and engagement

>>
Career Development

3E Development

E
X Experience
P
E • Stretch Project Or Assignment
R
I
70% • Cross-functional Experiences
E
N
C
• Increased Decision Making Authority
E

E Exposure
X
P • Mentoring & Sponsoring Others
O 20%
S
U
• Coaching & Feedback
R
E
• Networking With Leaders, Experts and Peers

E
D Education
U
C
10% • Instructor-Led Courses
A
T • E-learning Programs
I
O
N
• Readings / Self Study

>>
Career Development

Marketing Head
Key Accountabilities

• Lead long term strategic marketing initiatives for the organization

• Define overall go-to-market vision for the organization
• Articulate positioning & messaging for key products /solutions

Functional Leadership Cross Functional

• Market segmentation & • Strong focus on customers • Cross Cultural expertise

positioning • Ability to influence & convince • Financial Acumen
• Customer targeting • Ability to take risks & innovate
• Pricing strategies • Ability to set vision & strategy
• Understanding / Developing
Value Propositions
• Digital Marketing / Digital
Demand generation

>>
Career Movements

Career Movement: a change in role. Includes change of role responsibilities / role expansion /
cross-functional moves

Movement
Horizontal

>>
Succession Planning

An effective PMS comprises of

Career Planning

Career Development

Succession Planning

>>
Succession Planning

What’s needed for future success?

• What are the positions that are mission critical to your organization’s future?
• What are the competencies needed to be successful in these roles?
• That is, what are the knowledge, skills, attitudes, and other abilities that are needed for
success in the position.
• “What should be” for success

Assess your Talent

• Inventory of your talent pool.

• Who are “high potential” people? “HiPo”
• Who are the “high performers”? “HiPer”
• How do you do that?

>>
Succession Planning

Overview of the Performance/Potential Grid - The Nine-Box Grid

High Performance High Performance High Performance High

Low Potential Medium Potential Potential
Valued Specialist Emerging Potential STAR – Top Talent
7 8 9
Medium Performance Medium Performance Medium Performance
Low Potential Medium Potential High Potential
Performance

Emerging Specialist /
Valued Contributor Rising Star
4 Consistent Contributor 5 6

Low Performance Low Low Performance Medium Low Performance High

Potential Potential Potential
Underperformer – New to Role/Unrated
1 Questionable fit 2 Misspent talent / At-risk 3

Potential
for future success in more senior role

Case: Where will you put Rob parson and why?

>>
Succession Planning

Overview of the Performance/Potential Grid - The Nine-Box Grid

High Performance High Performance High Performance High

Low Potential Medium Potential Potential
Ready for
next Step
Valued Specialist Emerging Potential STAR – Top Talent
7 Contribute 8 9
2-5 Years to
In Role Next Step
Medium Performance Medium Performance Medium Performance
(lateral or up)
Low Potential Medium Potential High1-2 Years to
Potential
Performance

Next Step
Emerging Specialist / (lateral or up)
Valued Contributor Rising Star
4 Consistent Contributor 5 6

Low Performance Low Low Performance Medium Low Performance High

Potential Potential Potential
New
(Six months or less)
Underperformer – in the role
2 Misspent talent / At-risk 3 New to Role/Unrated
1 Questionable fit

Potential
for future success in more senior role

>>
Succession Planning

What’s needed for future success?

• What are the positions that are mission critical to your organization’s future?
• What are the competencies needed to be successful in these roles?
• That is, what are the knowledge, skills, attitudes, and other abilities that are needed for
success in the position.
• “What should be” for success

Assess your Talent

• Inventory of your talent pool.

• Who are “high potential” people? “HiPo”
• Who are the “high performers”? “HiPer”
• How do you do that?

What are the Gaps?

• What are the gaps between what’s needed for each job and the current
competencies of the team member.
• What’s needed to move the talent to the next level?
• Create the development plans for your HiPo and Hi Per staff members.

>>
Succession Planning

>>
Mentoring

Mentoring is sharing knowledge, skills and life experience to guide another towards
reaching their full potential; it’s a journey of shared discovery.

>>
Mentoring

Why does one need a Mentor?

Understanding and sharing on similar challenges. Help develop right skills and
Role Advice
knowledge.

Experience of working with people in general, perhaps understanding of specific

Knowledge of People
people with whom the mentee is interacting.

Knowledge of networks that exist within the organisation and of networks that
Networking
the mentee might need to relate to for own development.

Job-related expertise – this can be technological or managerial which the mentee

Skill Development
may find useful in his/her current or future roles.

Organizational Offer insights into the culture of the company, its values, processes, strategies,
Experience main actors and informal networks.

>>
Mentoring

Art of Mentoring - Corporate Mentoring 1.44 min

https://www.youtube.com/watch?v=6Xy5u_dmYes

7 Steps to Creating a Mentoring Program 4.17 min

https://www.youtube.com/watch?v=kM3Tr37gNgA

>>
International Performance Management

Key issues Types of contracts

• Different environment and context • Local contract
• Local labor laws • Expatriate
• Compensation structure • Consultant
• Cultural differences • Short term assignment
• People management practices • Intern

>>
Performance Management Audit

Assessment of the effectiveness of the Performance Management System.

Scope
• Objective
• Alignment with Company strategy
• Performance Mgt Planning
• Performance management process
• Goal Setting process
• Quality of Goals: SMART principles
• Performance Review
• PMS Methods
• PMS Initiatives and Programs
• Linkages with other systems
• Degree of Professionalism
>>
Performance Management Audit

Steps of Audit Methodology

• Audit objectives • Questionnaire
• Assessment criteria • Checklist
• Audit methodology and tools • Interview
• Preparation schedule • Document verification
• Reporting and recommendations • Observation
• Management discussion

>>
Discussion - 2

Emerging trends in Performance management system: Challenges and opportunities

https://hbr.org/2016/10/the-performance-management-revolution

https://blog.weekdone.com/trends-shape-team-management-2020/

>>
Thanks

>>