One would assume that in a country like India where our forefathers (and mothers) have fought hard to gain independence and set up a democratic nation, the principles of democracy would extend to workplaces as well. While in principle, as business leaders, we all would like to believe that we have created democratic workplaces where every individual has a voice and is given freedom to operate and perform, the reality unfortunately is different.
The COVID-19 crisis has shown how performance and productivity are driven by purpose, strengthened by regular communication, and at their peak in a flexible organizational culture.
Over many years, performance management systems have been a key topic of discussion. Bell curve or not, annual performance review vs ongoing performance discussions, have been discussed at various levels.
“Why do government employees need to go to office in these testing times? What are we trying to prove? Is health and safety of our families not important?”, asked a government officer who has recently recovered from Covid-19 infection.
With rising numbers of Covid-19 cases in the corridors of bureaucracy, the government has finally been compelled to speed up ‘work from home’ guidelines for its employees.
Fast-moving consumer goods major ITC was under attack recently reportedly for sending a notice to workers of its two food factories in Maharashtra and Karnataka, threatening “disciplinary action” and salary cuts if they didn’t turn up for work despite social distancing and safety precautions at workplace. An ITC spokesperson denies, saying the company paid full wages to its 50,000 workers in April.
From a small, single link-weaving set up in 1998, to a bustling organization with their products being exported across the world, A1 Fence has come a long way. Recently, we spoke with Sumedha Rode, HR Practice Leader at A1 Fence & responsible for many HR transformations within the organization.
About two decades ago, when I saw my first HR Tech implementation (yep I did see the monolithic on-prem systems in action 😉 ), our program manager shared that tech implementations at large were nothing less than getting a full blown orchestra to collaborate and create a symphony.
The more I converse with different HR managers who take care of PM processes, the clearer it gets to me that their core purpose is ONLY to get ONE data point – “Performance Rating”, to further facilitate the decision making of “who should get how much” from the portion of revenue/profit generated by the organization.
According to Randstad Workmonitor survey in Q1 of 2019, 1 in 4 employees feel uncomfortable during performance reviews. Further to that, 47% of survey respondents based in Singapore only get their performance reviewed once a year. For 15% of them, they were not even asked for feedback during their performance appraisals.