group4 performance management
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Human Resource
Management
Project Report
CISCO- Performance Management
Presented by: Group No. 4
Ankit Choudhury PGP/16/128
Diksha Bajaj PGP/16/141
Shashank Sharma PGP/16/167
Shashank Singh PGP/16/168
Umesh Kumar PGP/16/174
Vismay Buch PGP/16/179
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Cisco – Performance Management Page 2
DECLARATION
We hereby declare that the Human Resource Management Project Report on
“Performance Management” in Cisco is an authentic record of the group‟s work carried
out at as a part of the course „HRM‟ in the 3rd Term of program in MBA at Indian
Institute of Management Kozhikode, under the guidance of Prof. Manorajan Dhal.
Date: 16 March, 2013
Section C
Group 4
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ACKNOWLEDGEMENT
We would like to express our sincere gratitude and indebtedness to the employees of
Cisco – Bangalore Branch for their enormous help and support. We would also like to
acknowledge our group member, Shashank Sharma, who has worked in Cisco and
could provide valuable insights to the project.
We would also like to take this opportunity to express our sincere gratitude to professor,
Mr. Manoranjan Dhal for his constant guidance, valuable suggestions and moral
support.
Section C Group 4
Ankit Choudhury PGP/16/128
Diksha Bajaj PGP/16/141
Shashank Sharma PGP/16/167
Shashank Singh PGP/16/168
Umesh Kumar PGP/16/174
Vismay Buch PGP/16/179
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TABLE OF CONTENTS
1. Executive Summary………………………………………………………………………………..5
2. Introduction - CISCO………………………………………………………………………………6
2.1 Cisco – as an Employer …………………………………………………………………….…7
3. Performance Management.................................................................................….... 8
3.1 Criteria…………………………………………………………………………………………..11
3.2 Comparison……………………………………………………………………………………13
3.3 Components…………………………………………………….……………………………...1 4
4. Recommendations…………………………………………………………………..…………… .16
5. References………..…………………………………………………………………………………17
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1. EXECUTIVE SUMMARY
Performance management is an important attribute in defining the success of an
organization. Unless properly managed and assessed, it can‟t lead to growth of
organization or individuals working in it. An imbalance in this regard can lead to
dissatisfaction among employees which can lead to a negative impact for the
organization. Cisco is known as “one of the best companies to work for.”
Through this report, we have tried to look into the various ways by which Cisco has
successfully led to an effective performance management. It have critiqued the
organization by comparing it with other organizations as well and in the end proposed
our own recommendations to lead to an effective performance management.
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2. INTRODUCTION - CISCO
Cisco Systems is a multinational corporation headquartered in San Hose, California.
Cisco was founded in 1984 by two computer scientists Leonard Bosack and Sandy
Lerner at Stanford University in California, later joined by Richard Troiano. The
company has been instrumental in Internet Protocol based (IP) network solutions that
make up the Internet. It plays a significant part in every part of computer networks from
the first bit sent over the Arpanet to the video streaming on YouYube and other websites
today. Cisco technology supports the revolution brought down by Internet today.
John Chambers, CEO of Cisco Systems, has made customer focus an integral &
inseparable part of the company‟s policy. “Customer success and satisfaction are at the
heart of Cisco‟s business strategy and key drivers of our current and future success,” says
Chambers. Cisco sales teams are committed to giving the best value to customers and
partners, through tailored, differentiated sales and services. The company sells productsdirectly to customers, takes full advantage of an extensive partner network, and provides
award winning technical support. Cisco was founded on a culture of ethical principles,
open communication, empowerment, trust, integrity, and corporate philanthropy. Cisco
employees live and work by these values today.
.
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2.1. Cisco - as an Employer
Cisco is a stable, financially secure company, with a substantial, sustainable record of profitable growth derived from industry leading products and services. It has a globally
recognized brand and image, and is a Fortune Magazine “Most Admired” company.
It is rated by its employees for inclusion in Fortune Magazine‟s “Top 100 Companies in
the World” for which to work. Cisco is known for helping people develop long term
international careers, and has market leading products and solutions that touch our
everyday lives. Technology and innovation, powered by Cisco, are changing the way that
people around the world work, live, play and learn.
Cisco’s Employer friendly approach:
● People are receiving faster medical care, through networks that unite voice, video, data,
and healthcare systems.
● Cisco wireless communications solutions and security technologies allow people to
work more flexibly, while helping to ensure the security of their business and personal
information
● Advanced communications in ambulances are transmitting patient information to
hospitals, speeding the provision of care to patients.
● Employees are going beyond the boundaries of corporate networks, knowing they are
protected, wherever they do business over wired or wireless networks.
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3. Performance Management
3.1 Cisco Performance Management - CRITERIA
In order to motivate employees at work place area, Cisco systems have empowered there
line managers to take many important decisions with respect to employee as well as
project. It provides them with HR tools, technologies, and online tools etc., to give them
an edge over their counterparts in other organizations. At the click of a button, a manager
can look at the database of his/her own people, track history of development, increments,
promotions, stock options etc. They also get an access to the rating and ranking tools
used to measure performance of employees at the organization. They could recommend
changes and training needs and they could draw upon the resources available based on
their basic understanding of the needs & demands of his own team. Technology plays an
important & active role in devising & implementing performance management HR
practices at Cisco Systems.
Rules of Excellence followed by HR Managers of Cisco Systems for an effective
Performance Management
In today‟s competitive business environment where people management has come on
priority, excellence in discharging HR functions is on high demand from HR managers.
It is the proactive mindset and practice followed by HR Managers at Cisco which has
improved its working drastically. Patience displayed in the HR practices at Cisco
Systems provides numerous opportunities to employees to improve themselves slowly.
It is not necessary that only a highly qualified manager from a premier management
school brings with him the guarantee of excellence. I have witnessed many persons with
average upbringing, educational and social back ground proving themselves to be an
excellent HR manager. What is required is the quest of learning and attitude of taking
ownership of the problems in the organization by the person.
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The following are the rules of excellence for HR managers:
1. Create a leader not a manager.
In Cisco, an HR manager at the timing of hiring a manager who can build people,
bind people together with hearts minds and souls. He should not just mere be a
manager but a leader. Cisco believes that every organization that has maintained
it‟s excellent over the period of time has been able to do so b ecause it had a leader
and not a manager who was able to transform the culture of excellence. It believes
that a manager does things right, as a leader a manager should always do rightthings. You should not just drive organization towards right direction but also able
to generate new innovative ideas. A leader drives respect from the whole team.
Manager has to develop the capability of working well without losing balance in
times of crisis.
2. Choose a careful, honest and sincere person for the organization.
Engage right person at the right job. Don‟t try to fit a square in a hole. Discouragefavouritism in recruitment. Don‟t compromise with the quality and requirement of
the job. Always prefer attitude in a person. Engage for attitude and train for skills.
It is the attitude of the person which makes a difference while performing his job.
Problem starts from this point.
3. Don’t make induction a ritual.
In Cisco induction program is taken very seriously. It helps them to connect with
new employee and mould him with the organizational culture. Most of the new
employees motivate through this engagement process & it helps them to align
themselves with the goals of the organization.
4. Expectations are clearly defined
HR manager ensures that employees working in the organization are well aware of
what the organization expects from them.
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5. Be firm and fair
In Cisco, HR managers practice this policy down the line all the time. While
dealing employee relations they exhibit and display firmness and fairness even in
sensitive situations to command respect from all corners. There should be a
balance with employer & employee relationship. They always try to maintain the
sanctity of this situation.
6. Confront Problems.
In Cisco, HR managers do not escape from tricky situations. They try to resolve all
the problems and it is one of the main part of his functions. They confront the problems as they arise and disseminate them. It saves organization irreparable
losses to organization culture.
7. To apply the principal of 20-80.
As a HR professional it is not necessary all the time to use technical knowledge
for achieving excellence but what is required is skill of dealing with people and
this ratio is known as 20-80. 80% is of your people handling skills in all situationswith common sense management of human dignity and 20% is of your technical
knowledge. If your reverse this ratio, you may never achieve excellence. This
principal is followed during HR practices in CISCO.
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3.2 Cisco Performance Management : Comparison
Comparison
The following shows the scenario of Performance Management activities in other companies.
Some practices followed in other organizations are:
Hughes Software Systems
Individual as well as team achievements are recognized at an organization level
Concept of „Snap Awards‟ exists which are accolades that help in recognizing the
individuals for their efforts in the organization
The „Snap Awards‟ are given on a quarterly basis usually followed by a party
The awards are given under the following categories –
o Most Initiatives
o Best Customer Orientation
o Best Team Worker
o Most Innovative
The other awards given are Presidential Awards for overall excellence, Best People
Award, Best Manager Award
These awards help in improving peer recognition and help in enhancing the self esteem
and work ethic of an individual at the workplace
Regular awards and recognitions are generally sent across by means of E Greetings over
the intranet system of the organization
Mind Tree Consulting
All the concerned employees associated with the concerned project are informed of the
happenings with the project
At times of project delivery or winning the bid for a project, a bell is rung in the
company so that its employees are aware of the developments
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„Mind Tree Minds‟ is an intra-organization magazine released on a monthly basis
highlighting the achievements as well as contributions made by the employees across the
organization
Every month, randomly, a few people are chosen to meet with the higher management so
as to assess their development path within the organization as well get the right
perspective of their work
These steps help in boosting morale and commitment towards the organization
Philips Software Centre
The performance is measured by their deliverables as well as their practise of company
values The „global appraisal team‟ involves the employee in the entire performance
management – planning, goal setting, work review, coaching, developmental appraisal.
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3. 3 COMPONENTS OF EXCELLENT PERFORMANCE MANAGEMENT
Cisco
Leadership
Choice of
right
candidate
Effective
Induction
Clearly
defined
Expectations
Firm and fair
Management
Problem
confrontation
Application
of 80-20
rule
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4. RECOMMENDATIONS
Use of effective performance potential matrix
The performance – potential matrix is a tool used in evaluating an organization‟s talent pool. The
X axis measures leadership performance and the Y axis measures the leadership potential. The
two extreme categories are cell 1A - High Performance/High Potential, cell 3C - Low
Performance/Low Potential. The matrix helps to assess the population on two dimensions.
The tool could be used by HR person, OD consultant, or someone responsible for leadership
development or succession planning. Relevant information like years in current position,
diversity status, retention risk, or relocatability should be collected.
It‟s easy to choose somebody in the 1A box (highest performance and potential) where there is
little disagreement. A lot of questions must be asked following which others should be allowed
to comment. The crux of this process is in the discussion. The comments from everyone become
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a benchmark for the decision making. If disagreement in perception, the manager is asked if he
wants to change his mind based on the feedback – usually they do – but if not, leave it. One can
then discuss rest of the names in the cell 1A, then move to the bordering cells (1B and 2A). Then
move to the cell 3C, and again, facilitate a dialog to establish another benchmark. The process
will be continued for each person. Once the conclusions have been made and recorded, the same
should be discussed over a meeting so as to decide the roles of every leader. The high potential
pool is generally marked by the cells 1A, 1B and 2A.
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5. REFERENCES
http://en.wikipedia.org/wiki/Cisco_Systems
http://www.cisco.com/
http://www.citehr.com/140427-hr-practices-new-year-performance-
management.html
http://www.hrvillage.in/CommonRooms.asp?Show=1&NAV=2
http://www.hrvillage.in/CommonPosting.asp?topicid=2668
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