This document provides an overview of a presentation on performance management and counseling. It discusses what performance management and counseling are, why they are important, and how they can be implemented. It also discusses the benefits of performance management, the steps involved in performance management, assessment centers, 360-degree feedback, and the purpose of studying the relationship between past performance assessed by 360-degree feedback and future potential assessed by assessment centers.

1. Presentation On -- Performance Management & Counseling BY 1. Pratik K S Negi 2. Ratan singh 3. Pulkit Acharaya 4. Ravi Dhakad

2. Performance management What is performance management – Performance management refers to the ongoing process of setting goals, self-assessment, manager assessment, peer-assessment (also called 360 assessment), coaching, development planning, and evaluation. Why performance Management --- If your organization is to sustain its competitive advantage, it needs employees who are productive and willing to continually learn and adapt as their roles change along with the organization, Then managing there performance becomes a integral part. How performance Management --- It includes taking frequent measures as work occurs and responding to small steps forward (many mini-measures (goals) with as much dedication as to final goals achieved). PM is a leading indicator of performance because it drives a system or organization toward desired future goals and provide solid management and performer steps along the way through daily behavior patterns of every employee.

3. Counseling In relation to performance management What is Counseling– Counseling is a one on one, many to one. Conversation procedure by which a issue which majorly deals with the performance of a employee in the organization is discussed. Why Counseling required --- If a performer is constantly giving good results and suddenly gives a performance that is not expected. Or an employee that has been a low profile performance has to be given such feedback sessions become integral part for there improvements. How Counseling can be incorporated --- It’s the basic form of feedback and performance management that is useful for many organization. its considered as one of the basic tools for the performance management guidelines. But this technique cant work singlehandedly.

6. Reduce costs

7. Stop project overruns

8. Aligns the organization directly behind the CEO's goals

10. High confidence in bonus payment process

11. Professional development programs are better aligned directly to achieving business level goals

13. Displays data relationships

14. Helps audit / comply with legislative requirements

15. Simplifies communication of strategic goals scenario planning

17. employee performance increased

18. employee continues improvement and meeting criteria and range

19. employee retention and less iteration

21. 360 Degree Tools

22. Assessment centre and 360 degree tool their usage

23. Both used as development tools

26. An Assessment centre consists of a standardized evaluation of behavior based on multiple inputs

27. Several trained observers and techniques are used.

28. Judgments about behavior are made by these specially trained observers.

29. At the end of the assessment the assessors get together share their data which is scientifically recorded on a set of evaluation forms

32. Many organizations have started setting up their assessment centers. natural response to the need to ensure competent people manning strategic positions. Companies that are trying out include 1) RPG Group 2) Escorts 3) TISCO 4) Aditya Birla Group 6) Eicher, Cadburys ,and Castrol 7) Glaxo , Grindwell and Norton 8) ONGC , Mahindra and SAIL and others

33. Competencies that are to be measured are determined by each organization by using methods such as 1) job analysis 2) managerial aptitude profile surveys 3) Identifying competencies in the star performer Assessment techniques 1) business simulations 2) questionnaires 3) group discussions 4) role plays 6) interviews 7) case study 8) individual presentations, etc

34. Assessors Internal assessors External assessors Assessors training is catered by Academy of HRD (Hyderabad) SHL (UK) Assessment centers GE SUN AT & T NORTEL CISCO & Motorola.

35. There are certain issues with respect to assessment centre that presently persist Asian organizations, such as • Organizational commitment in terms of time & resources • Involvement of line managers • Feedback to participants • Data security • Complexity of Implementation • Clear behavioural description of competencies • Availability of assessors • Assessor training and Validity of exercises • Inter-rater reliability and Appropriateness of selection tools

37. Retirement and resignation issue

38. For an effective and efficient the mangers have pressure

39. Increased pressure on Organizations to perform and set standards

41. help in making employee promotions and placement decisions more scientific

42. contributions are more in creating a competence culture rather than mere best-fit decisions

43. Continuous competence building is a better aim rather than short- term objective promotion decisions.

45. Example -- Northern Telecom Step 1--To find candidates’ readiness for promotion into management and to diagnose their developmental needs Step 2-- DDI worked with Northern Telecom to identify relevant job dimensions and a variety of assessment techniques and provided participants with detailed reports about their performance on the dimensions Step 3-- To validate the assessment center scores, performance criteria data were collected from participants’ peers. Step 4– The data indicated the correlations to range from 0.22 to 0.38 which was considered as high by DDI. They obtained a correlation coefficient of 0.24 * on Customer Service Orientation, 0.22 on Influence; 0.30* on Innovation, 0.34*on Job Fit a Multiple R of 0.38. on a sample of N = 61. (Source: DDI White Paper on Validity of DDI Assessment Centers, Undated) Conclusion-- There is consistent research showing that assessment centers are unbiased in their predictions of future performance. These studies considered the candidate’s age, race, gender and found the predictions by assessment centre methodology are equally valid for all candidates

48. The appraisal is done anonymously by others and the assessment is collected by an external agent (consultant) or specially designated internal agent (for example the HRD Department).

49. The assessment is consolidated; feedback profiles are prepared and given to the participant after a workshop or directly by his boss or the HRD department in a performance review discussion session.

50. its potency as a competency identification and development tool, it is important to understand the process and its dynamics.

53. Study covered 32 managers who had participated in the workshop. They were assessed through personal interviews and discussions on 1 to 1 basis TVRLS reports says Two months after the workshop, participants were still carrying the report and workbook within easy reach for reference and reinforcement purposes  32 managers interviewed, 24 of them had shared the data and report including the action plans with respective bosses, peers and subordinates. The CEO of a multinational company, after going through the workshop, emailed the results of his profile and feedback to all employees  A good number of the 32 managers had initiated the practice of maintaining diaries to record their action plans and activities done during the day or week towards the plans

56. Purpose of This Study  While a lot is written about 360 Degree Feedback and ADCs there is very little empirical studies in India on the effectiveness of both these tools and the extent to which they have predictive ability 360 DF deals with past performance and ADCs with future potential 360 Degree feedback is limited by the context in which the person is operating. In ADC the expert assessors are supposed to create simulated situations where the real competencies of the candidate get tested  Hence some of the organizations started using ADCs for promotions and development of potential for future jobs and 360 DF for development of leadership potential on the current job. The hypothesis may be that both the 360 DF and ADCs measure the same thing and should be correlated irrespective of contexts

57. Methodology Analysis presented here is from three organizations that were interested in conducting ----- Assessment and Development Centers. All three organizations wanted the ADCs as development tools. They felt the need to assess their senior and middle level managers for developing their future potential as leaders and managers to handle higher level and more complex jobs decided to supplement the ADC data with the 360 degree feedback data While the ADC measured the extent to which they would demonstrate or exhibit competencies needed to perform some of the senior level jobs The respective organizations have conducted their competency mapping exercises and a list of competencies needed for the effective performance of the roles for which the candidates are being assessed. These organizations were in the business of designing, manufacturing, assembling, marketing various electronic components for engines, automobiles and other industries.

58. Validity and reliability questioned The ADC exercises were designed on the basis of competency mapping and vetting exercise by the consultants. The role incumbents were interviewed and the competency list is validated by the role holders and their seniors This assessment tools are designed based on the validated framework. The critical incidents are also collected during the interviews so as to design the tools using those critical incident Apart from that certain hypothetical situations are used in the exercises to give a standard situation to all the participants Working with hypothetical standard operating procedures (SOP), for instance, allows all candidates to have the same advantage. Allowing the same starting point, same SOPs, puts each candidate at even starting point. Using hypothetical situation brings in that of fairness and equity.

61. Conclusion- (An IT Organization) Most of the correlation coefficients between the 360 measures and ADC measures are negative and a few of them are high. Considering any ‘r’ above 0.5 to be high, of the 39 coefficients of “r” reported 28 are negative and 5 are high. Like in the case of Organization 1 the coefficients of r between the overall ADC scores and the measures of LGD, Business Game, Presentations, and BEI are high indicating a high degree of internal consistency between the measures using various tools generated by the ADC. No single dimension of competence emerged as more predictable than the other as almost all of them showed similar trends in correlations. 4. The results are surprising. The only reason that could be hypothesized is that in this IT organization overt behavior as shown by the 360 DF is not a good predictor of the covert potential or behavior as assessed by external experts

62. Conclusion- ( HEO- Heavy Equipment Organization): The coefficients of correlations between 360 measures and ADC measures are low and varied. The measures of competencies generated from various tools of ADC seem to be more related than the measures of ADC and the 360 data. There is no consistency with which any of the variables or competencies can be predicted. CONCLUSIONS DRAFTED OUT  The 3 cases above points out that there is little correlation between the job performance as assessed by the 360 Feedback and Assessment center scores. 360 feedback is a reflection of an individual’s performance on the job and ADC score is the assessment by external consultants Therefore the case generally recommend that one should consider a combination of feedbacks like 360DF,Psychometric Tests etc. instead of relying fully on the ADC score alone

63. Possibilities that rooted up from the case Possibility 1 Internal assessors are biased and the 360 Data are impressionistic and people who manage their impressions well hide their true potential or lack of it and people who are competent may not be bale to manage their impressions well. As a result the 360 data are not as reliable and objective. In fact several 360 experts maintain 360 degree feedback as essentially subjective phenomenon. The more objective assessments are from the ADCs where the candidate’s performance is assessed by external experts and on a variety of methods Possibility 1 feedback data are more reliable and go beyond impression management. They are real and objective as they are data generated from observing the individual across a long period of time and by many internal assessors who understand the business context. Where as the ADC data are based on a series of classroom exercise and games devoid of actual reality. They are at best simulated settings and though they use external assessors, a mere observation for two days by a group of external observers in contexts created by them cannot substitute the behavior data generated on the job by the candidate across several months. Hence the low correlations between them are expected. The ADC data therefore are indicators in certain setting and used with a high degree of precaution.

64. Possibility 3: The third possibility is that the coefficients of correlation high or low observed are more due to the methodology used and hence cannot be treated as devoid of errors in measurement. Hence both are to be rejected. More serious validation studies are required to validate both the 360 degree feedback and the ADCs. Until then they should be used only as development tools and the candidates as well as organizations should approach them with caution. After all the classical studies of ADCs indicated the predictive validity of the assessment centers to be low. Possibility 4: 360 Degree assessment is measure of the past performance though on the same competencies. It is limited by the context. While the ADC data are futuristic and predictors of future performance on tasks that are heavily weighed by the competencies being assessed. Hence it is not correct to expect a high degree relationship between the past performance measures and future potential measures. If they correlate well there is no need for ADCs to assess future potential. Since they are not correlated well and internal consistency shown by various methods used in the ADCs is high the lesson to be learnt is not to use 360 for succession planning and promotions but to bank on ADCs.

65. Thankyou BY 1. Pratik K S Negi 2. Ratan singh 3. Pulkit Acharaya 4. Ravi Dhakad