Tag: Performance Management
Although the new reviewing system will not disincentivise the average or poor performers, it proposes public recognition and rewards for ‘sukarmis’ or the good performers
The system is grounded, yet modern in terms of taking care of employees’ ambitions and expectations
The average salary increase across sectors is expected to be 9.7 per cent in this fiscal, 6 points less than the actual figure of last fiscal.
Together the two firms will increase value to the customers they serve with the strength, size and scale to deliver rapid innovations.
The company plans to streamline the existing seven ranks, except for executives, into four, based on employees' career levels.
Approaches that will change the way we look at the interventions in terms of cultural relevance, functional expertise and competency building.
The marketplace is shifting from tools that automate traditional HR practices to platforms and apps that make life at work better.
Businesses across the globe are all trying to build an inclusive, energetic and multigenerational team. With a world moving into a new era, ‘engaging people’ emerged as one of the biggest competitive differentiators in business.
In the new system, there is no forced fitment of an individual into a particular performance grade. The erstwhile quota system of performance grades, where every department is supposed to have its list of high and low performers, has been abolished.
New technologies, data analytics and social networks are expected to have a deeper impact on how people communicate, collaborate and work. Are organisations prepared for the new workplace?
Last year, performance management had to adapt to dramatically changed worldviews. It is expected that many such HR concepts will come under scanner this year. Read to find out more.
Let us creatively appreciate the highlights and take a guess whether this additional cost will create gross national value on the hypothesis: 'happy, engaged and motivated employees co-create better yield'!
Richard Lobo is a qualified mechanical engineer who decided to pursue a career in human resources. Post his PGDM in Marketing and Finance, from Xavier Institute of Management, Lobo dabbled in sales and marketing at Godrej & Boyce.
He joined Infosys in 2000 where he was recently appointed as the senior vice-president & head-HR. In his new role, he oversees the functions of business HR, employee relations, geography-HR and HR delivery for Infosys.
In the last one year, the company has introduced several changes in terms of people practices. Lobo chats with HRKatha on the company’s people strategy and his overall view on the changing dynamics of the human resource function.Excerpts!