Our conversations with HR leaders across industries have made us realize that performance management moves up the order in the long and short term HR priorities, a close second to succession planning.We have also learnt that legacy performance management practices are deteriorating HR's hold on the entire performance measuring mechanism in organizations, which is an area of concern.
To address this problem, successful organizations around the world have steadily started replacing their traditional “Rank & Yank” performance management with innovative performance solutions. With global giants like Microsoft, Adobe, GE and CISCO leading the change, Indian Inc. is not far behind.
Join Vishalli Dongrie (Sr. Director - HCC, Deloitte) in a conversation with Mettl, India's most prolific talent measurement organization, about how Deloitte shifted from a forced ratings methodology to data oriented performance management system. The agendas for the webinar are:
1. How to revamp your performance management process while taking your organization's culture and context into account.
2. How to evolve from a legacy performance management system and do away with ratings.
3. Learn to formulate a data driven approach towards performance management.
4. Understanding the Performance Matrix.
Reinvent Your Performance Management System To Drive Business Results
Recorded on: 29 Feb, 2016 Duration: 60 min
Last Updated: August 16, 2016
Bhavya: Yes. So, Vishalli will be joining us in a couple of minutes. That was a short intro with you about Mettl, we've been enabling equipment of all skills and sizes, measure the talent better, we've helped companies improve their new higher to high performer ratio. This is intending to a lot of root problems which teams are facing right now. With help giants [00:00:56] by understanding who is the best cultural fit for them in terms of tenure versus performance. Our data science testing matches data across 100-plus industries now and understands what works for any particular industry and what doesn't in an everyday changing business context. So, today also the topic which we are going to talk about is very aligned to what we do. Vishalli is going to talk about modern day performance management systems and we'll also show you a couple of case studies as to how this is implemented in Fortune 500 organizations. So a lot of [00:01:38] around this has been mentioned, but webinars always take a more practical route, a route which can be clearly interpreted by teams and deployed on the ground and this is one such session. I'll just ask Vishalli to take over the control. Vishalli?
Vishalli: Can you hear me?
Bhavya: Yes, we can. We can. So, yes, over to you, Vishalli.
Vishalli: Thank you so much. Good morning, everyone. It's absolutely my privilege and pleasure to be part of this forum and discussion. I'm looking forward for a very, very engaging and intellectually stimulating discussion. So said the context, we could show you certain slides and make the presentation to something light. A post which we could have for the discussion on that. So while my laptop and all the features are getting set up, let me set the context of the New Age Performance Management System. It's really actually called like iFile (sp). Now there are reasons why it is being talked about so much. First and foremost, the most important reason, especially why India and some of the Asian countries are handling English is because performance management as a tool is an extremely important tool for us to make a lot of our decisions. We are very, very large in the number of employees we serve and work with. So, therefore, the decision making at your end becomes very critical and performance management has always been an important tool for us for so many years.
Now what happened is that all of these years as we know that not 100% of satisfaction or even I would say not 78% people are almost not satisfied by the performance management system. Therefore, need for revisiting and relooking at the greatest aspect of how it could be used in various forms and shapes to make the decision. The second most critical thing which I and even the research has shown is English is likely different from the rest of the world. We are even still afraid with a lot of answers on hierarchy, job branding, decisions on [00:04:59], as well as linking performance management to the compensation.
So why the performance management system has worked so very well the new one for the rest of the world and many of the other countries, India and many Asian countries are still questioning whether we are ready or whether the new performance management system is the right way to do the appraisals. So in this context, just let me reemphasize one thing. When we show you the presentation and the slide, what we are doing is we're sharing with you the new trend. The questions and the discussion will be around whether this new trend is actually practical and applicable for India. That's a very, very relevant question. We could discuss this after our presentation. Second, all these companies and major companies, even including my own company, have recommended the new appraisals and the system. However, whether its practicality of India in the same shape and form will be used. That is another very interesting question many people are asking.
There are some flaws with this new appraisal or the performance management framework. We'll talk about what would be some of the areas we need to improve on when we actually start implementing this new transformation journey in India. What I am going to do is I'm going to take you some slides. But to set the context of why appraisals and performance management is critical, I'm going to start with some of the research which Deloitte does globally which we call human capital trend. Now this human capital trend insight is just going to be launched next month, but as to use this year's anti-trend slide so we understand what are some of the latest human capital trends which are emerging and if performance management figuring out in any of these.
Let me start by just giving you a context of the human capital trend. Every year, Deloitte conducts a very, very global human capital trend survey. It started with around 60 countries, then it went to 92 countries, then it touched almost 125 countries. The countries which are participating are increasing in Europe. Last year's research covered almost 3,300-plus business and HR leaders from across 106 countries. What we cover: before we launch the surveys, we talk to almost all the critical CHROs across the global world on what do they think are some of the burning human capital trends. We pick up those trends and we study across various countries doing proper statistical analyses at various levels.
Now what we do is we don't just talk about these trends being important. We also talk about if a particular trend is important, how ready you are as a country and as an organization. It's almost a 120-page report. It's a longitudinal study. It's the only longitudinal global study today. If you go to the website, you can play around with any cuts you want on any demographic which you would be interested in. As I said, I won't be able to do justice to this report because it's a huge report. We don't just do the survey and analyze our findings. What we also do, we pick up case studies and very interesting stories off the HR rules and then build it into the staple.
So what were the ten trends? The ten trends were divided into four major pockets. Leading, then reinventing, engaging, and reimagining. And if you notice, in engaging performance management also figures there. There are three human capital trends: culture and engagement, performance management, and workforce on demand as three different trends in the engaging part. Now, because our focus is more on performance management systems, we will focus a little less on the global finding and I'll just move on. In case you have any questions, we can come back to any of these slides.
What were the global findings looking like? Looks like global cultural and engagement purely came as the most important trend. Secondly, if you look at even by importance standard, leadership scored the same. What you see is performance management systems came almost at the midpoint with 68 persons considering that very important. We'll come to that in just a minute whether it is something which is burning and both global and India is worried about.
Let us now see, if we do the analysis of how the plan looks like in terms of importance and readiness, this is how the research looks like. Culture and engagement have gone a little lower. Leadership has to come first, followed by if you see, HR and people Analytics and Culture and Engagement are the same. Though they are placed separately in their scores, minus 31, is the same. Then the fourth trend can be considered as Performance Management. Now what in this analysis is different from the earlier slides? The earlier slide only had the analysis of important. This slide has the analysis about the importance and readiness; and the higher the score, the greater the need for this particular intervention to be looked at globally.
Let us quickly look at now what are the base geography looking now. Now global, as I just mentioned, the darker the picture of the box, that trend is the most critical one for that particular region. Now, in Asia, if you see in the right corner, the most critical one is leadership. Whereas in southeast Asia it is culture and engagement. Let's now see the same slide with India as the comparison. Now, interestingly, the global findings and India findings are very similar. So we are very less looking like other countries in Asia. We are looking similar with the global findings. So if you see the bars in light blue and dark blue, those bars are much closer than the green bar. And then if you look at the trend, again the number one trend is the leadership.
Now this finding is for the long-term one. What happens when you look at the findings when the short-term analysis of one year is done. The future actually now changes. After leadership the second trend which now comes in is the performance management. Now this is for India as well as for the global. Now maybe it is because we close our cycle in one-year's time. Our top challenge when we look at 12 to 18 months, performance management comes right up there. However, when we look at three to five years, that goes down because you have to close the performance management within the one year.
Now the importance of performance management is clearly seen. The very fact that we are privileged to have so many of you on this discussion, it clearly shows that it is a burning talk for all of us. So with this now in mind, let's see how our new performance management is looking like and why some of the companies like yours consider performance management as a critical tool or intervention for organizational engagement.
We are the youngest country in the world, second youngest is Brazil. We are much younger than Brazil also. So what it means is the workforce is going to become younger and younger because many of our Gen Y, we in fact had to create one more, Gen Y next, because we are that young. When we did next gen research in India with other forums, we found that many of our youngsters were going to join the work force are still students and therefore we had to create another chart.
Now what are these millennial or Gen Y people wanting from the new performance management system? For them loyalty is seven months. I work for you for seven months or eight months, I'm loyal to you. I work with you as committed as any baby boomer and I will contribute to you within the time frame I'll stay with you, but the definition of loyalty is changed. The definition of engagement is changed. And if loyalty is seven months and performance management lead is within one year, 12 to 13 months, then it becomes a very critical tool for us to engage them.
Eighty percent of our workforce today want to give appraisals to their bosses. Appraisals for them does not only mean me getting appraised, but I am also getting the opportunity to appraise my boss. Creativity at work is most critical and I would emphasize on the last, but not the least, the most important aspect is feedback. We all in this discussion forum know that the most important change in the new appraisal system is this word: expect feedback. The way we use to run appraisals before and the way we are doing now is all governed around the coaching, the feedback, and the mentoring which you are going to talk about.
This I have just talked about, but I'll very quickly covered this. Seventy-three percent of organizations are starting to change, but are still relatively early days in the performance management journey. Twenty percent of the organizations have not yet started, but hoping to have that change.
What are the biggest challenges? I will add one or two challenges here. These challenges are both for global as well as India. Changing the organizations' performance management means a very different change in the culture and the philosophy. The first question when I look at and then we get the authority to make a presentation is when we ask colleagues and friends in the industry is: if you want to make the change in the new performance management system, the culture of the organization and the philosophy that is the end objective, the performance management system has to be revamped. Are we ready for that?
Change management efforts to engage stakeholders and employees. It's so much about coaching and mentoring and so many touch points, that it is no more an HR baby. It is a baby of the entire business people, and therefore the entire change management stakeholders are each and every member of the organization. Then the support of IT becomes very critical.
I'm going to add two or three more points. When we look at the New Age Performance Management System, we need to take into consideration whether the goal setting which is done beforehand, is it linked to the coaching conversations which we're going to have? And we are saying that we need to move away from the bell curve, is it truly possible to move away from the bell curve because there are so many decisions. When I say bell curve, I mean only the curve. It would be positively skewed, it could be negatively skewed, it could be a bell curve. It depends on the organization’s performance. So just let me say: can we move away from the curve?
Third, are we ready to delink it from the compensation, promotion, variable pay decision. These are some of the questions we need to keep in mind when we look at our new appraisal system. We could have our discussions when we go into the question in our session.
I think we've covered this enough and in the interest of the time we should be moving to the performance management changes. So what is changing basically? At one slide, in this slide in a very, very simple manner. Now the earlier three touch points of the appraisal system were the goal setting, midterm review, and the final review. There were some organizations who used to have every two reviews in between the year, but they were three of four touch points. Now what the New Age Performance Management System is saying is that you can't just do three transactional interactions for the appraisal. That's why people criticize it. What we need is continuous interaction and continuous discussion through a form of coaching many companies are doing every month. Every organization has to decide what is most practical for them. Is it six times in a year? Is it seven times in a year? Is it 15 times in a year? But that's what is changing, what we are calling check-ins and what others are calling checkpoints. Other names have been given, but what it simply means is that when you do look at an appraisal system, don't look at it as the only change. Look at it was a very [tape skips 00:23:53] research that the engagement is possible.
So there are various names given by various companies. As I mentioned, Deloitte calls it as Check In, IBM calls it as a checkpoint, Infosys calls it as iCount, CISCO calls it as Think up, and Microsoft calls it as Connect. All of them mean the same thing. Check Ins or Checkpoints or Connect is a connect between me and my manager and I initiate that check in conversation. The new appraisal system says that you need to have as many check ins as possible, to not see this tool as a transaction, but a very transformational, very coaching based new appraisal system.
Now let me take one or two examples of what companies are doing and how companies are doing and then we will also take the Deloitte example. Now, apologies for this formatting. I hope you all can see this. I have just removed the company name. This organization, what it does, it does something frankly than the other organizations I talked about. Let me become the person who is getting appraised. Now if I am the person who is getting appraised, at the beginning of the year I'll first identify either my goals or my key projects. Once I identify my key projects and goals, I will identify the key stakeholders which I will take the feedback throughout the year. Now then I go to my manager and say, "These the key stakeholders." Manager and I close on these stakeholders and we decide that these are the people who are going to give me feedback. Throughout the year my check in happens to my managers; however, the feedback conversation or the feedback comes back from the key stakeholders. A three-point rating is being used where "exceeds expectation," "meets expectation," and "below expectation" is identified. Now what it does very well this organization linked the goal setting with the appraisal system and that's the plus point of this organization. If you want to know more details, we can talk about it. Either we could send you some articles or we can take a call on that.
Bhavya (sp): Vishalli? Vishalli, Vishalli, can you please go back to the earlier slide? Yes, this one. This looks great. This sounds great, too. Pick out the most important projects, associate the important stakeholders around that, and review them on a regular basis. Maybe monthly, weekly, whatever, this sounds very great. But then, again, there has to be an alignment with the organization's goals, too. I mean these are some projects, but how do they align with the organizational values? There's a debate out there. So how does this interact with the overarching organizational value display front? I mean ,how do you rate somebody on that through projects? I mean I'm sure there's a way and you know what way that is, but for the audience out there how does this align with the overall organizational context? Because this is very micro level.
Vishalli: Okay. So that's a good question. So what basically the project are the goals, they have already been cascaded from the top and it has come to me. What I did not get into the details is that there is an organizational scorecard. The organizational scorecard gets passed to the various businesses and from that I get my key project are the goals. On the basis of that, now projects are nothing but my let's say KPIs, which are going to be measured for a particular [skiarry?] or groups of skiarry. So that part inside this organization does really well. However, having said that, some of the other organizations which I showed in the earlier slides do not do the integration of the goals and the New Age Performance Management System very well. So that's what we need to do robustly. And in fact, when we were doing our research in India, we realized that the need of, and there's one slide which we have created which comes in the last, where we say that how the three can be blended. So if you could give me time for the last slide, we could explain to the audience what could be the possible options of doing that.
Man 2: Okay.
Vishalli: Okay? Now, moving to the next example, it's a very goal-based discussion and appraisal. So what are the critical elements in which this organization measures merit and decides the appraisal? How are the goals completed? To what extent did the employee achieve all the goals? Typically the goal setting.
Now, the second point is if you've heard of the entry concept, that is the customization concept that is dial up and dial down aspect. So are there some individuals who are taking stretch goals? Are there difficult goals being taken? So the second aspect of the goal is around the difficulty.
The third aspect of the goal is the impact. To what extent do employees' goals contribute to the successful performance of the company. So while we are many times doing this, from the up it goes down, this organization also gives this in the hands of the employees.
And the fourth one is how goals were met. To what extent do the employees act in align? This example is published, therefore we don't have a problem telling the name of the company. It is New York Life, there a lot of case studies. We can pass these case studies to you all. We will not be the right people for getting into the details, but the case studies are very, very detailed out and rich in information. You should definitely read them.
Now let me go to what Deloitte proposes. It is one of the ways simple performance appraisals, even the performance management framework created by many of the organizations like CISCO and others is based on this same work. It divides the entire process into three main areas. One is a recognizable performance, second is see the performance, and third is fuel performance. Now, the first one will be done annually. In fact, it is the last step of the appraisal and it's the same old step when we conclude an appraisal where the compensations are related and when a promotion are up. Any kind of decision made annually. Whereas see performance happens quarterly. So in the four quarters different performances are seen.
When we say see a performance, how does Deloitte see the performance? Deloitte sees the performance with only four questions. So what Deloitte does is uses four very strong questions to measure or see the performance of an individual. What are these four questions? We'll talk about it in two minutes. And the last one is the fuel performance, wherein the check in concept comes in. Now, while the performance is seen quarterly, the check in happens almost either 20 days, 15 days, or within one month, where a manager is approached by the span of control who has a coaching conversation. Now, whether the check in is going fine or not, we do something known as a poll survey, which gives us feedback whether the appraisals are going in the right directly. The poll survey is a very, very short questionnaire which is run through the organization, some kind of analysis is done, and a merging reporting is being made to show how the appraisals are running.
Let me now go into the details of some of these. Bhavya (sp), if you have any questions, I can pause here or maybe complete this and then go to the other.
Bhavya: Yes, please. Please complete this and then we'll take questions.
Vishalli: Okay. Now, the same thing is being presented differently. As I said, see performance enables leaders to see performance real-time. Fuel performance is about feedback and coaching, which goes throughout, even weekly check ins are done. It is very, very developmental in nature. Recognized performance is done once in a year, it is done annually, and it is done for making some decisions.
Let's now come to the four questions which Deloitte would ask for the appraisals. There are four questions. The two first questions are measured on a five point scale and the other two questions are measured on yes or no. What this appraisal or performance management system believes that you make the manager responsible for any kind of rating he or she is going to assign to the team. So when you look at a particular person, whether you want him or her, or do you want this individual for a long period of time, this responsibility should be towards the manager, and therefore the first two questions.
First, let me read this question then let me explain to you. I would award this person the highest possible increment and bonus. On a five-point scale, this will be done for a particular person. The second question: I would always want him or her on my team. That again is on a five-point scale. Now, if you noted, these first two questions are giving the entire responsibility to the appraiser about the appraisee that you take the responsibility whether you want this person in your team and if you do want it, would you always want to give the right increment. Now these two does not mean you are giving an increment and bonus. It is just question, let me emphasize on that. How the increment will be done, how it will be linked to the compensation, it will come a little later.
The next two questions: "This person is at risk for low performance" and "This person is ready for promotion today." The answers need to be in "yes" or "no." Now these two questions are for coaching and mentoring conversation. They are not for compensation. Let me use this next slide to explain it further.
Bhavya: Vishalli, can we go back, please?
Vishalli: Yes, sure.
Bhavya: The last two questions, questions three and four, you say it's a yes or no. Is that also subject to boxes where people could fill in more details or is it just yes or no.
Vishalli: It is just pure yes and no. The next two slides will help us understand how they look when they are plotted.
Vishalli: Okay? So, the first two questions are plotted on X or Y axis, where the first question is, I go back to this first question: I would award this person the highest possible increment. And the second question: I would always want him or her on my team. If you see "highest possible compensation increment" and "would want to be on my team," this is how the entire organization people will be plotted on X or Y axis on a five-point scale.
Now, promotion readiness and risk of low performance, I'll explain the next two slides to take you to how it will be done. But first let me take you to one more slide of the same first two questions. Now, these two slides show us the entire organization and then you can also pick up level wise and also do the plotting. First, you have Level 1, 2, 3, 4, 5, and 6 on the left side, which is the organization and team performance. The same data, if you want to see it level wise, then it also can be seen at previous levels through only filtering or sorting on the particular level to see how a particular level of employees are performing.
Next two questions, as I said, beside promotion and performance improvement plan, the third question, how would it help to guide the promotion, the question asked is: This person is at risk of low performance. If your answer is "yes" and you have plotted this individual on the lower side, then there is no discussion and no disconnect. But if you have answered "no" and he or she is plotted up, then there is a discussion on a lot of elements on whether this individual is English? Is there any concern? Why is he such a high performer, but you are still seeing a lowness of performance? Plus the data will also tell you whether this individual is ready for a promotion.
The fourth question is about whether the person is ready for promotion. It also brings in lots of performance conversation. Now, not performing to the expected work style is destructive to the team's remedies. It also may need clarity to the new responsibilities and addressed to coaching. So, for example, if you say a person is not ready for promotion, but yet he has almost four points on the first two, then what you are basically saying is this person can wait. Some of the demographic data or the past performance data will be considered into the decision making.
Here I pause, Bhavya, if you have any questions.
Bhavya: Not right now.
Vishalli: Okay. These are some of the tools which are passed on to managers to make the decision. So, the first two questions, as well as the third and fourth questions, the decision needs to be based on certain data. This is given to the individual which is based on the goal setting and the performance metrics of an individual. Having said that, the organization needs to be very, very mature because these are the only four questions which are being used; and if the organization is not mature, proper coaching and mentoring, the training and hand-holding, and the culture building for new performance management is not done, then it can become a very, very big failure. Now what it also probably you see the concern with this kind of format is that you have _______ to me to make the decision on the first two questions. However, I may be very different from let's say Indrani or someone else, and therefore the way I use it would be very different. In India we need to have something that could be a combination and that's what we created when we were working. What we are saying here is you use the four questions of Deloitte but you also use the stakeholders' goals, which are directly coming from the goal, and do a three-dimensional analysis, which would mean you're making the manager very powerful with the four questions, but yet not doing away with the goal setting and using the two very, very well. That will make your performance management far more powerful.
My learning also is the two or three learning which I have after making presentation to many, many organizations, and learning and absorbing from many organizations, is that we are claiming that we are moving from bell curve. Many organizations in India are claiming that they are moving from bell curve, but interestingly at the back hand, many organizations are using the bigger of almost a bell curve for positive or negative curve to make a lot of decisions. So as a first step, we need to do a step by reinventing or innovating our performance management. We need to see whether we are ready to just do away with any kind of curve. Because we are very, very larger in number, we need to have appropriate decision making.
Second, is very less of the western countries, or many countries in the world, do not use variable pay as a concept. In India variable pay is a very important tool, and to make decisions on variable pay without any curve, it becomes very difficult to make use of that. That's why people might claim that they are doing away with it and making use of some sort of data like the staggered diagram which you can see for the variable pay. So we should be very open and transparent that we are making use of certain data or certain decision making.
Third, learning I have and we have been that it's a cultural transformation. If you want to do away with the old way of doing appraisals, you have to do a lot of hand-holding workshops in the organizations, see that the maturity level of the people is extremely high, because you are making the performance management simple. There is a lot of coaching coming in. There is a lot of interaction coming in. Yet there needs to be a lot of mature critiques and seriousness of being a coach and to be a coach is not a simple thing for every individual. So that kind of training needs to be built in.
Last but not least, designing the performance management system and just keeping it as a one-time activity will never help. We need to reinvent the same thing which we did last year. Every possible quarter there will be learning and that needs to be based up into the appraisals. This should be openly communicated and branded in this manner. There will be slowly detaching from the typical comparison and analysis, but that could go out very, very slowly. These decisions or changes need to be done very, very step wise.
With this I am going to pause. I think I have run out of time and we have 5 to 7 minutes. So I will pause here and request you, Bhavya, to...
Bhavya: Sure, sure. So yes, we have a lot of questions which have come in visually. Althee (sp) asks us what if the manager rates 5 for 90% of the population in response to your four questions. So when in response to question number one. And that's a very valid question. So if he has a theme bias or your manager is rated exorbitantly high for everybody, how do the calculations take that into account?
Vishalli: I will show you the slide, slide number 26. This data is very, very numerical in nature. This data is provided for the manager to make the decision on the four questions. But her question is very valid. If, when an organization like, let's say even Deloitte or CISCO or Microsoft or many others, think too much hand-holding and training is being done, then the error and the personal bias will not come in forever. If it is done without the hand-holding and training, then it will be a big failure. So large as this, any kind of model which are the new models will have to go... that's why I emphasize again and again. It's a philosophy and a culture change. If you are not ready to make that investment of change and training, then we are not ready for it.
Bhavya: David Anthony asks us: Are managers rated or measured on how well they conduct this process throughout the year? There might be some managers who do it really well and there might be some who do not. How do we take that into account and pre-empt concerns of the team members?
Vishalli: That's a brilliant question. If you see slide number 20, as I mentioned, and that also touches the first one, first question, I think I'm missing her name, but I think she was RP. So RP's question and David's question can be blended together. So the poll survey happens continuously. And in that poll survey the checking conversation: How did it go? How did the survey go? How was the quarterly performance snapshot? All that is covered. So the data are collected continuously. It's not a very, very elaborate poll survey. It's a very simple five, six question survey which immediately gives you where is the concern lying, in which part of the organization and what kind of managers are not doing these check ins? Who needs to be spoken to and what kind of conversation needs to be had? If that is coming to a poll survey, even RP's questions, I will be very conscious because I am getting published every month on how fair or how not so fair I am, and that is one of the checkpoints, not the only checkpoint. Training and coaching is the answer to the RP's question, but to David's question it has to be built in on a continuous basis.
Bhavya: Sodabia Bunyus (sp) asks us how do we add in the fact key stakeholders in an IT services company where engineers keep changing projects every few months. The number of stakeholders drastically increases and would be a challenge to manage the numbers.
Vishalli: So basically if they are short on projects, because stakeholders in any project, short term or long term, will have to be captured. So the short term project stakeholders can be also identified and within a quarter two or three projects can be covered. Like for the other organization I just talked about, three or four projects are covered throughout the year. But organizations which have short term projects for an assignment, then within the quarter you might have to cover two or three critical projects which has those stakeholders being identified and built into the present system. Even a normal performance appraisal system we do identify a stakeholder for short term projects.
Bhavya: Fair enough. Sonali Partel (sp) asks us: Sounds good enough for the white collar work force, but how do we implement this in an organization which is bottom heavy with blue collar workers?
Vishalli: I missed the name?
Bhavya: Sonali Partel.
Bhavya: Sonali, Sonali.
Vishalli: Sonali, I would say that even for white collared work force, we need to do this very, very carefully and that's why I'm saying there are many organizations, but there are certain must-have steps for the blue collared workforce it will take a lot of time. We need to cover first our white collared workforce. There could be some elements of this being captured in our performance management for the blue collar workforce, like check in as a concept, a poll survey as a concept, even performance snapshot with a different version can be captured. However, it will have to be done slightly differently. We recently did a blue collar workforce Gen Y study and one of the elements they are wanting to do is have a lot of feedback. So the white collar, and even the blue collar, are seeking feedback. Their aspiration is very, very different from the baby boomers of the blue collar. So we need to engage them because they are aspiring for something very different.
Bhavya: So, I'll take one last question, Vishalli. There are I think four or five more questions, which the team will mail you after the session and you could answer it. And then you can mail it back to the people who've asked it.
So, Ajita (sp) asks us: How do you budget for annual increment in the absence of fixed numbers in each of the categories like [00:57:23]. I know you have answered this before, but if you could just again, in very brief, tell us and [00:57:31].
Vishalli: Ajita, I think I...repeat the question. What Ajita is asking is the annual increment for...?
Bhavya: She's asking us how do you budget for annual increment in the absence of fixed numbers in each of the categories like [00:57:51]?
Vishalli: Yeah. So basically there could be two forms of budgeting done. One bases the fixed budgeting and second one is the one based on the year's performance. So I don't know which form is she using. If she is using the blind budget, then that needs to be done with some projections with plus and minus. That's how it is being done by organizations. This requires a little more detailed conversation with her. So, I'll be happy, we've just done it for another organization, I could probably share the case with her and she could connect with us and we can share that case study which she can use. There is a lot of detailing, it cannot be explained in such a simple manner, so pardon me. I'll be very, very happy to take you through that case.
Bhavya: All right. Thank you so much, Vishalli. As I said, some more questions will be coming your way and we'd be really grateful if you could just answer them and send it back to people who have asked them. With this we will wrap this webinar. Vishalli Dongrie, great to have you on board. This was a very power packed presentation with a lot of on ground realities which people might lead to... The problem is that we all know the answers, but once it gets documented it becomes a far more easier proposition to implement it. Vishalli, as I said, thank you so much from the Metti team and I cannot hear and listen to the audiences, but I can with a fair bit of confidence that they will come out of this session a lot more knowledgeable about how modern day performance management systems work. With this we'll wrap the session. Thank you so much, ladies and gents, for coming in. Again, Vishalli, thank you for coming in at 11:00. It was a little early in the morning and we all know how hectic work schedules can be in a place like Deloitte. So thank you so much for taking time out. So I'll also send you the emails of all attendees so that you can connect and to work later.
Vishalli: It will be my pleasure, Bhavya. It was a privilege that you gave us this opportunity. Any questions, I was a little conscious of time, so I've been a little rushing.
Topics: Performance Appraisal Management