Vijay Bankar

The recent trend in Performance Management is moving away from Annual Performance Review to the process of regular Check-ins. The main reason behind this trend, as Laszlo Bock says: "The major problem with performance management systems today is that they have become substitutes for the vital act of actually managing people." There’s this so-called Pearson’s Law which says: “When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates.” A similar quote by Peter Drucker says, "What gets measured gets managed” & even Louis Gerstner says the same thing, "People don’t do what you expect but what you inspect." Hence it is important to Measure what matters. Recently I read the book by John Doerr  ( Measure What Matters , 2017). Let’s see what is OKRs ( Objectives and Key Results ) & How this ‘Goal setting system works'. Origins of OKRs: During his tenure at In

As we, all know there were two different schools of thought in Talent Management. Exclusive & Inclusive, where the earlier focused on selected few employees as Hi-Potentials and the later considered all employees instead of selecting few. As stated by Turner & Kalman, “Talent management is now talent management for all.” Then there is yet another approach called as hybrid model suggested by Pilbeam & Corbridge, which considers combinations of the above two approaches.    Primarily there were two significant contributors to the process of Talent Management namely ‘Talent Identification’ (Assessments) & ‘Talent Development’. In fact, Church & Waclawski consider the assessment of employees as "holy grail" of talent management, more so when it is done with a high degree of precision. However, developing talent is the main issue for most of the HR Professionals.  Surveys carried out by HBR, PWC, Deloitte, & Gartner usually come up with a lis