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Report on Performance management system at Infosys

Introduction to Infosys

Headquartered in Bengaluru, Infosys Technologies Ltd is a software behemoth in the Indian IT industry. A multinational IT services company, Infosys performs in 33 countries and has development centers in India, China, Japan, UK, Australia and Canada. Beginning as a mere US$ 250 company in 1981, Infosys has come quite a distance now, to become a global frontrunner with revenues of more US$ 5. 38 billion. Infosys provides end-to-end business solutions, essentially assisting clients to setup software infrastructure, develop it and maintain it. Infosys uses its Global Delivery Model (GDM)as a proper outsourcing tool. GDM permits the company to use work to where it could be best performed, at least cost, and with minimum amount risk. The work on tasks is carried out 24 hours per day, with teams located at different locations across the world, working round-the-clock on the job. GDM is one of the major initiatives of Infosys.

Infosys offers answers to a variety of industries withservices enjoy it, Anatomist, BPO and Consulting.

The organization structure is complicated. The hierarchy is headed by Mr. N R Narayana Murthy who's the chairman and key mentor of the organization. Next isthe CEO and Managing Director Mr. Gopalakrishanan S. Following him will be the directors and the older vice presidents. The COO & Director, Mr. S Shibulal mind all the Industry sections and Horizontal sections. He also heads the SETLabs and Microsoft technology centre

A typical job is headed by Delivery Supervisor. Role Hierarchy in a Device throughout is

Delivery Head

Senior Delivery Manager

Delivery Manager

Project Supervisor - Business Manager

Technology Lead

Technology Analyst

Senior Software Engineer

Software Engineer

Functionally, Infosys comprises various Industry Business Units (IBU's) and Horizontal Business Units (HBU's). They are -

Performance Management System

Performance Management is an activity for creating a shared understanding in what is usually to be achieved and exactly how it is to be achieved. PMS assists organizations to plan, examine and take care of their performance, so that decisions, resources and actions can be better aligned with business strategies to achieve required results.

Performance appraisal is a organized and objective way of assessing both work related behavior and probable of employees. This is continued a regular basis. It mainly includes setting work standards, examining employee's performance relative to these standards and then offers reviews to the employee so that he or she could work on the deficiencies and improve performance. The concentration of appraisals is on worker progress and development. It offers a chance for the director and his/her supervisor to set mutual aims.

Purpose of Performance Appraisal

The main purposes why organizations conduct performance appraisals are

Career Development

This has an opportunity for dialogue of career objectives. And yes it helps to

Provide a chance for career counseling

Helps in succession planning.

Plan for job development

Provide a basis which to basic decisions about training and promotion


Encouraged in both guidelines, ie from supervisor to employee and from worker to manager

Provides constructive reviews to the individual on the performance

Provides a set up format for the debate of performance issues

Feedback helps in reinforces performance strengths and an opportunity to find alternatives for performance deficiencies.

Administrative Uses of Performance appraisal




Recognition of performance

Performance History

Serves as a repository of shows and can be utilized for various decision making purposes

Can be utilized to review recent and present performance.

Documentation for HR decisions

Helping to meet legal requirements

Organizational Goals

Makes the individual aware of organizational expectations

Provides opportunity review the performance from the organizational point of view

Helps in evaluating future promotion potential customers and potential

Performance Appraisal Steps

Performance appraisal process include steps as follows

Establish performance standards

These are benchmarks against which performance is measured. They should relate to the required results of each job. They need to be clear to both the appraiser and the appraisee. Generally, these requirements can be deduced from the work description and split into two parts: behavioral benchmarks and work final result standards.

Choose the appraising method

There are numerous appraisal methods, but no method is the best for all organizations. Within an organization, different methods can be employed to different positions, items or departments such as sales, development, marketing or supervision department.

Train the Appraiser

Inappropriate appraisal methods or ill-defined requirements results bias. This could lead to unwise decisions on payment and rewarding. So it is essential for market leaders and appraisers to learn on these skills.

Discussing with employees on ranking content and scope

The content and range should be mentioned between appraisers and employees. The Appraisee should be clear in what he's doing and just why he's doing.

Actual Performance and Comparison

Compare, assess the actual consequence of staff with set standards. As far as possible, the appraising results must objective and not on the appraiser's perception.

Discuss with staff on the appraising final result:

The appraiser must have a debate with employees on the appraising end result. They ought to identify agreements and disagreements on appraising methods. Also give reviews on the advantages and weakness of the worker and suggestion on improving the weaknesses. The purpose of the meeting should be to solve the problems faced and stimulate the employees to perform better.

Identifying new goals

Arrive at new goals for obtaining superior performance.

But it's been observed that the majority of the employees hate appraisal system. The main reasons are

Lack of information about the purpose of appraisal

Many employees are notabout the impact that appraisals can have on the career potential customers.

Time consuming process

The highly complex questions that they have no answers to or highly complicated competencies that they have never heard about confuse them.

Difficulty in writing appraisals

Many employees have poor terms skills and they're unable to connect their performance in right terminology and support with data.

Lack of beliefs in the appraisal process

Employees feel that his/her director doesn't write appraisals predicated on employee's performance but bias his/her decisions predicated on their personal relations with employees.

Lack of reviews after appraisal:

Many companies do not provide feedbacks to employees on their performance.

Benefits of Performance Appraisal

The performance appraisal system benefits the appraise, appraiser and the organization


Increased motivation and job satisfaction.

Clear knowledge of what's expected and what needs to be achieved to meet prospects.

Opportunity to go over aspirations and any instruction, support or training had a need to fulfill these dreams.

Improved working interactions with the superior.

Opportunity to defeat the weaknesses by using counseling and direction from the superior.

Increased sense of personal value as he too is mixed up in appraisal process


Opportunity to develop an overview of individual jobs.

Opportunity to identify talents and weaknesses of appraisees.

Increased job satisfaction.

Opportunity to link team and individual objectives with office & organizational objectives.

Opportunity to clarify anticipations that the director has from teams and individuals.

Opportunity to re-prioritize focuses on.

Means of creating a more fruitful relationship with personnel based on shared trust and understanding.


Improved performance throughout the organization due to:

Increased sense of cohesiveness and devotion.

Managers are better outfitted to use their leadership skills and develop their staff.

Effective communication of organization's goals and worth.

Improved summary of duties performed by each person in an organization.

Identification of ideas for improvement.

Creation and maintenance of a culture of continuous improvement.

Communication to individuals who they are valued.

Methods for improvement

Making employees believe in fair analysis of the job performance and making them actively participate in the evaluating process is a measure to improve job performance analysis. A number of the steps that may be followed is really as follows

Roles of HR staffs

Human resource staff should show that they are knowledgeable and enthusiastic about the work of the evaluated staff. Between supervisors and employees, there must be an agreement on the primary responsibility to perform the job. Individuals resource staff should coordinate with employees, requesting them to participate in planning are a basis of better evaluation to exclude changes in the analysis.

Training in performance appraisal

Train and instruct the appraiser in the analysis of job performance of employees. While training the true life situations should be studied in to consideration.

Performance Management System of Infosys [Performagic]

Infosys uses the web application Performagic to fully capture all the performance appraisal related activities.

The appraisal is done twice each year, once in October and another in Apr. The cycle is initiated by the HR and the worker must then add both appraiser and reviewer. The appraiser and reviewer for just about any particular worker are identified based on the tasks the employee functioned through the appraisal pattern.

A normal appraisal process flow would appear to be the below diagram

If the employee is unhappy with CRR score then the next actions can be studied.

Data Take in Performagic

The worker is evaluated predicated on performance jobs, competency and behavioural duties.

The performance jobs are set predicated on the role and the project in which the staff is working. The administrator has the overall flexibility to make necessary changes according to his conception of the role and prospects from the staff. Competency and behavioural indicators are based on the official designation of the worker. The staff is given the choice to rate any 10 options from the competency and any 5 from the behavioral tasks.

There is also individual utilization measures placed for each worker which must be met by the staff to ensure a found expectations rating. The utilization measures established are broadly identified on the IBU level, but can be altered if the appraiser seems that it is required. Predicated on the ratings give to the performance ratings and behavioural tasks the credit score for the staff will be calculated predicated on pre decided reasoning. The CRR for employees are made the decision predicated on this cumulative credit score that the worker scores.


Personal interviews were conducted of few Infosys employees to judge their understanding and thoughts on the PMS.


What is your role?

How many time appraisal is done in a calendar year and when?

What process is followed in appraisal?

Is there any formal training directed at the appraiser?

How enough time do you dedicate for filling up the appraisal form?

On what parameters you are doing your self-appraisal?

What will be the performance standards on which appraiser appraise you?

How subjective is the appraisal?

Are all the questions in performagic highly relevant to your roles

What happens in appraisal meeting?

What type of feedback do you get?

Who all are involved in the appraisal getting together with?

How should it impact your performance later on?

What do you think will be the problems in current appraisal system?

How transparent is the appraisal system?

Difference between present and prior appraisal system?

How much importance you give to the performagic?

How will the performagic score affect your campaign?

How will the CRR process work?

Do you are feeling the peer group creation is right?

Suggest any improvement in the machine?


Employees weren't much worried about the whole appraisal process

Employees understand that the appraisal data doesn't have any relationship with the CRR and additional promotion

There is no formal training given to appraisers. Each appraiser rates the worker based on his/her understanding.

The CRR rating mainly depends entirely how the Manager/ Appraiser can put forth your case before the CRR panel

The rule of directly mapping the Performagic rating to CRR is not followed since the very least percentage criteria should be adopted for CRR

The chances of overturning a CRR is almost nil since there's a preset percentage for each and every rating

Since from the comparative ranking method, staff can just put forth his/her arguments. The employee does not have any clue about the things that other person has done

Employee submits a CRR profiler demonstration to the manger as well as the performagic. Mainly this data is utilized by the director to showcase the efforts of the worker.

Peer communities for CRR are made a decision based on the tasks/ accounts/IBUs

The size of normal peer group is 20-25

The development of peer group is mainly predicated on the role of the staff.

If there tend to be than 25 employees in the task, the peer group creation decision become contentious.

The past system provided employees to add/delete tasks as per their convenience. So employees would give higher weightage to the duties that they had performed better for the reason that half.

In today's system the tasks are made a decision upfront. But in case of job changes or IBU change situations, there would be difficulty in get together the expectations.

Current system is totally predicated on data. So if there is any activity that no data exists, such tasks cannot be plainly captured but the system.

Regarding the feedback, most the appraisers try to stimulate the employees

If the employee doesn't receive a top rating then the common excuses made are 'visibility of the staff is low' and the worker is not involved in organizational related activities.

Past System

Present System

Flexible for job addition

Not flexible

Qualitative data may also be used

Based on quantitative data

Ratings directed at the staff before CRR

Ratings given only after CRR ranking is finalized

4 CRR Levels

5 CRR Levels

Competency evaluations were subjective

Competency evaluations made subjective

Comparison with Wipro



2 Appraisals/yr

2 Appraisals/yr

Based on preset goals

Based on preset goals

CRR pattern not transparent

Transparent process

Less subjective Appraisal

Subjectivity involved in appraisal

Not associated with promotion

Not linked to promotion


Train the appraisers and reviewers so that the appraisal process becomes consistent across the whole organization

Make the CRR process more translucent. This may be achieved by possessing a time where each staff in the peer group is allowed to present his/her case before others. In cases like this everyone in the peer group knows what are the benchmarks against which the rating is given

Make the performagic rating the only criteria for CRR. This might clear the ambiguity regarding the CRR process

Employee should get an opportunity to put forth his/her case prior to the performagic data can be used for determining the CRR rating


Performance Appraisal Methods

Critical occurrence method

The critical incidents for performance appraisal is a way in which the manager writes down positive and negative performance patterns of employees throughout the performance period

Weighted checklist method

This method illustrate a performance appraisal method where rater acquainted with the jobs being evaluated ready a large list of descriptive assertions about effective and ineffective patterns on jobs

Paired contrast analysis

Paired comparison research is a good way of weighing in the relative need for options. A range of plausible options is stated. Each option is likened against each of the other available choices. The email address details are tallied and the option with the highest score is the preferred option.

Graphic score scales

The Rating Scale is an application on which the manager simply checks off the employee's degree of performance. This is actually the oldest and most generally method used for performance appraisal.

Essay Evaluation method

This method asked managers / supervisors to describe strengths and weaknesses of employee's behavior. Article evaluation is a non-quantitative approach. This method usually use with the visual rating level method.

Behaviorally anchored ranking scales

This method used to describe a performance score that centered on specific behaviours or models as indications of effective or ineffective performance. It is a combo of the rating level and critical event techniques of employee performance analysis.

Performance rank method

Ranking is a performance appraisal method that can be used to evaluate employee performance from better to worst. Manager will compare a worker to another worker, rather than evaluating each one to a standard dimension.

Management By Goals (MBO) method

MBO is an activity in which managers / employees placed targets for the staff, periodically measure the performance, and reward in line with the result. MBO centers attention on what must be achieved (goals) alternatively than how it is usually to be accomplished (methods)

360 degree performance appraisal

360 Degree Reviews is something or process where employees receive confidential, anonymous opinions from the people who work around them.

Forced standing (forced distribution)

Forced standing is a method of performance appraisal to list employee but in order of forced distribution. For instance, the distribution wanted with 10 or 20 percent in the very best category, 70 or 80 percent in the centre, and 10 percent in underneath.

Behavioral Observation Scales

Behavioral Observation Scales is frequency rating of critical incidents that worker has performed.

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