The document summarizes a presentation given at the NASSCOM HR Forum on March 5, 2010 in Chennai. The presentation discusses performance management and its linkage to organizational excellence and bottom line results. It outlines the key elements of a performance management model including assessment and review, as well as rewards and recognition. It also discusses fundamentals of the performance management cycle and how effectively implementing performance management can benefit both employees and the organization.

1. NASSCOM HR Forum
Performance Management :
Linkage to Organizational Excellence / Bottom line
Sanmitra Trivedi
Head-HR
Verizon Data Services India Pvt. Ltd.
March 5, 2010 | Chennai
NASSCOM HR FORUM | March 5 ‘10,‘10, Chennai
NASSCOM HR FORUM | March 5 Chennai 1

2. It’s a complex world out there
Flexi staff
Globalization
Not- So -Hot
Re-training
Fast-paced
Jobs
Change
Cost Knowledge
Containment Capital
Global work force
NASSCOM HR FORUM | March 5 ‘10, Chennai 2

3. Elements of the Performance Management
Model
•Assessment and Review
• Assess employee progress toward expectations throughout the
performance period
• Maintain ongoing assessment discussions with employee
• Provide input for career management
discussions
•Rewards and Recognition
• Link employee performance to reward
strategy
• Discuss reward and recognition issues with
employee based on assessment
3
NASSCOM HR FORUM | March 5 ‘10, Chennai 3

4. Fundamentals: Riding the Cycle
Setting Objectives
•Planning
•1 Q of YEAR
•Update as Needed
Preparing Training and
Development Plans Observing and
Documenting Performance
•Development
•Near Term •Assessment
Employee
•Longer Term •Incident Files
& •Direct/Indirect
•Ongoing
Supervisor
Conducting the Performance
Appraisal
•Assessment Coaching to Improve
Performance and Giving
•Mid-year (3 QTR)
Feedback
•Progress Report
•NO Overall Rating •Assessment
•End of Year •Immediate
•Overall Rating •Ongoing
•Rating Linked to Incentive Awards
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5. More Fundamentals: The Balancing Act
1. Preparation is `Key’
2. Putting the appraisee at ease opens up the
conversation
3. `Tune in’ by making sure the appraisee understands
the compentencies, result/ behaviour expectations
4. Evaluate the quantifiables
5. Understanding the technical knowledge and skills
6. Examining `factors’ outside of individual control
7. Agree the development needed and write an action
plan –
8. Getting the feedback on your, `the appraiser’
performance
9. Managing poor performance
– Supervisors have responsibility for
• identifying performance deficiencies
• providing ongoing performance coaching and feedback
during the year
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6. Hitting the Targets
•Employees
• Pride in working for a well-run company
• Understand how performance affects pay
• Higher job satisfaction
• Feel valued for contribution
•Organization
• Highly capable and engaged workforce
• Ability to tie pay to performance
• Improved workforce productivity
• Improved performance for our clients
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7. How does it matter?
Cost
Efficiency
Productivity
Excellence
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8. “A company that aspires to true greatness furnishes its
people with big challenges which, when met, fill
people with self-confidence that can only come from
within and only from winning.”
- Jack Welch
NASSCOM HR FORUM | March 5 ‘10, Chennai 8