HCL Technologies has
implemented a new performance management system that's focused on
giving regular feedback and goals-setting. Those part of this process
will not have to be part of the bell curve method of evaluation.
"We are twisting it around and putting the responsibility for getting feedback and appraisal on the employees. It won't be with the organization. So the employee is now the CEO of his own career," Prithvi Shergill, chief HR of ficer at HCL Tech, told.
The new system is part of HCL's iSuccess, a people practices platform. "Some 94.06% of our FTEs (full-time equivalents) have received two levels of feedback; 43% of women employees and 42% of male employees have discussed their career aspirations for the coming year. We believe you shouldn't outsource your career to HR and you need to take control of your career. What we have said is, if in a team we see feedback being given at least 2 or 3 times in a year and the goals are set, it means performance is being managed well and therefore we don't need to worry about the bell curve," Shergill said.
The bell curve methodology places the bulk of employees in the mid segment of an evaluation scale (those that are seen to be meeting expectations) and distributes the rest on both sides of this segment -- so some will be graded as poor performers and others will be ranked as exceptional performers.
"Those who seek feedback will not be force-fitted into a normal curve. But where we see teams not getting enough feedback and where goals have not been set, for them we will have a bell curve," Shergill said.
"We are twisting it around and putting the responsibility for getting feedback and appraisal on the employees. It won't be with the organization. So the employee is now the CEO of his own career," Prithvi Shergill, chief HR of ficer at HCL Tech, told.
The new system is part of HCL's iSuccess, a people practices platform. "Some 94.06% of our FTEs (full-time equivalents) have received two levels of feedback; 43% of women employees and 42% of male employees have discussed their career aspirations for the coming year. We believe you shouldn't outsource your career to HR and you need to take control of your career. What we have said is, if in a team we see feedback being given at least 2 or 3 times in a year and the goals are set, it means performance is being managed well and therefore we don't need to worry about the bell curve," Shergill said.
The bell curve methodology places the bulk of employees in the mid segment of an evaluation scale (those that are seen to be meeting expectations) and distributes the rest on both sides of this segment -- so some will be graded as poor performers and others will be ranked as exceptional performers.
"Those who seek feedback will not be force-fitted into a normal curve. But where we see teams not getting enough feedback and where goals have not been set, for them we will have a bell curve," Shergill said.
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