Narrator: HR managers of Fiat India Automobiles Ltd have diagnosed the

issues persisting in the Organization though Open system Model. One of

the key themes identified was performance management system which
consists of the following issues:
Rating process is subjective to managers discretion and less
transparent
High frustration and dissatisfaction among the employees due to
delayed salary revisions and bonuses
Introduce the four characters, Saurabh as HR Manager Mr. Seedha
Chaman, Shilpa as OD Consultant Ms. Ulti Khopadi, and Prakash as
Leader Mr. 100 Sawal and Trainer Mr. Har Sawal ka Jawab
Scene 1: HR managers brainstorming on possible interventions
Now the HR manager (Mr. Seedha Chaman) and OD consultant (Ms. Ulti
Khopadi) are brainstorming on possible interventions to overcome the
issues identified.

First problem: HR Manager: Good afternoon Ms. Ulti Khopadi, our
diagnosis suggests that we have a robust goal setting method in our PMS
and employees are clear of what is expected of them, but the feedback,
appraisal and the rewarding phases arent good.
Can we not make the process more systematic and transparent so that
the employees and managers can have more meaningful conversations?

OD Consultant: So keeping that in mind, I think we need to improve our
feedback system by making it more forward looking. Aakhir peeche
dekhne mein kiska bhala hai, seeda chaman.

HR Manager: Thats a very good idea, ulti khopdi! No one really likes a
negative judgement, but a constructively delivered feedback attracts
attention and helps in improving performance. It will be much more
productive to help people learn to be right than prove them wrong.

Second problem: HR Manager: That takes care of one problem, Ms.
Khopadi, but you know, there is lot of subjectivity and biases in the
appraisals, and this breeds negativity among the employees.

OD Consultant: Correct. So what we can do is, we can take feedback from
multiple stakeholders and not rate an employee only on the basis of
managers perception.

HR Manager: So you suggesting about the 360 appraisal? Kaafi shaatir
dimaag hai aapka, Ms. Khopadi, but dont you think it will increase the
time frame and the complexity in the process.

OD Consultant: Hmmm, so let us go for 180 degree at the lower level and
360 degree at the upper level where stakes are high.

HR Manager: Great! That will also help us in encouraging an open culture
that values feedback.

Third problem: HR Manager makes a sad face

OD consultant: Ab kya hua Mr. Chaman?

HR Manager: We are facing lots of trust deficit between the employees.
How can we build a culture where everyone understands their differences
and respect them?

OD Consultant: Why not use the DISC assessment? It helps in
understanding other personality types, fostering trust-based
relationships, better conflict management, give and receive feedback and
make robust decisions by valuing and capitalizing on differences all of
which leads to higher employee engagement and increased productivity.
HR Manager: Thats very exciting, cant we implement this in our entire
system?

OD Consultant: Yes, why not. Though it will be a big investment in terms
of time and effort but will help significantly in the long term, also building
meaningful conversations during the performance appraisal.

Scene 2: The meeting between the leadership team at FIAT India
and OD consultant and HR Manager.

Narrator: The OD consultant and HR Manager armed with a presentation
on all their well thought out interventions decided to meet the leadership
team at FIAT India. For any successful OD intervention the buy-in of the
top management is of utmost importance and hence they decided to have
this meeting before any communication to the employees. Here is our
leader, Mr. 100 Sawal, talking to Seedha Chaman and Ulti Khopadi.

Leader (Mr. 100 Sawal): Wasnt that a good presentation? Should we not
give green signal from our side? But what support do you want from us,
Seedha Chaman and Ulti Khopadi?

HR Manger: Sir, We need a formal communication in the form of an email
to the employees about what changes are going to take place and how
important it is for FIAT in the coming times.

OD Manager: Its an important cultural change and your involvement is
must, Mr. 100 Sawal. We would like you to take part in some of the
training programs and help us drive the change by being an active part of
it.


Narrator: A lot of communication took place around the changes that
were approaching FIAL. Town hall meetings, mailers, and video clips were
sent to all the stakeholders. All the while the Leadership team showed its
presence in one way or the other.
Scene 3: DISC assessment and Training Sessions
Narrator: September 30
th
was chosen to carry out an online DISC
assessment for all employees. It was clearly conveyed that the DISC
assessment results were in no way going to affect the career of the
employee but would be used for designing the training and feedback
sessions.
There were a series of Training sessions held in FIAL over a period of 6
months.
The 1
st
training was on the meaning of a DISC personality test. All the
employees were asked to attend this. Here is the trainer, Har Sawal ka
Jawab.

Trainer (Har sawal ka jawab): So we now know about the 4 personalities,
their strengths and weakness and how your personality may change
depending on the situation and day. And remember that for an
organization to survive each personality type plays a crucial role. We have
the Dominant who are direct, outspoken, results-oriented, Influencing
who are friendly, outgoing, talkative, optimistic, Steady who are team
player, stable, consistent, maintains the status quo, peacemaker,
Compliant who are logical, organized, data-driven, detail- oriented

Narrator: Organizations use a variety of methods to give feedback, such
as manager assessment of performance and 360-degree feedback. In
almost all organizations, these methods focus on a review of past events,
and constructive criticism on how the employee might have done things
better. The raters in FIAL were given a feedback training session.


Trainer (Har sawal ka jawab): Formal feedback, despite a managers best
intentions, often feels like judgment and criticism. The most effective
feedback focuses not on what went wrong in the past, but on what can go
right in the future. We need to start giving our employees a continuous
and forward looking feedback regularly before the actual appraisal.
Now lets look at how a Manager can give a feedback to an influencing
personality through a role play. May I have some volunteers please ?
(Call Ms. Madhura Bedarkar and Kingshuk Nag)

Narrator: A similar session was also given to the managers on how to
handle appraisal conversations.
Finally another set of trainings were held on helping leaders understand
the essence of a 360 degree appraisal system. While lots of videos on 180
degree appraisal process were shared on the company portal for the
employees not a part of the top management team. A special portal and
Q&A sessions were held for employees to ask their questions.
During these 6 months a lot of automation took place and the entire PMS
process was shifted online. Now people received their bonuses much
more quickly and on time.
Within 1 years time FIAL was on its way to success. Employee
engagement levels were up.