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I setup Synergy Management Associates ( in 1993 as a center for promoting business excellence through its training and consulting services We have promoted innovative managment ideas, managing senior level projects and for delivering creative client solutions across business segments. We has shown time-tested capacity to build "Peak Performance Organisations" . by Designing Business Excellence Models, Audit and Design HRD Systems, Implement Performance Management Systems. I have been called “disruptive thought leader in the boardroom ” or “contra rebel” for my tangential thinking and ideas to improvise business vision and policy as a corporate advisor; I have helped young managers business scions and young entrepreneurs (who wish to become future CEOs) through my META+COACH MODEL. I have been called “performance turnaround specialist” by the sales managers for the quantum improvement Direct Marketing Campaigns and Steping -up Salesforce Effectiveness, I found time to be a visiting professor and seminar leader at India's premier management institutes and Chamber of and a keynote speaker for numerous conferences & seminars.

Monday, August 22, 2022





Often said;  retrospective reviews are a waste of time because the problems that come up or the outstanding achievements should have been addressed at the time. The real issue should be focusing on the future direction of the employee their objectives for the year and what skills they need to achieve them.

The focus should be firmly on developing people and striving to have employees performing at the best they absolutely can and that means moving away from stagnating rating systems and infrequent reviews that focus on numbers rather than people to a more efficient, positive and forward-looking approach.

The question really  is how the system really improves performance... these days, bosses, priorities and jobs change very, very quickly. People need short, sharp feedback and to understand their part in the organization: 15 minutes at the most. Employee perceptions that PMS is used for development of people  will positively associate with employee satisfaction with the PMS

The new system involves ongoing "performance partnership" meetings between individuals and their managers. Workers are more accountable for their own success, and managers share the responsibility for improving employees' performance. Every position has expectations for leadership, and everyone receives coaching. Each performance partnership is based on company needs, and expectations are adjusted as global corporate demands change. Together, each manager and employee make a plan to improve performance and clarify expectations for a set time period.



Instead of structuring performance discussions around GIVING feedback, the researchers recommend training everyone — employees, supervisors, managers and execs —to instead ASK for feedback on a regular basis. That puts the asker in a position of control and reduces the stress reaction. It also means that everyone needs to think about specific aspects of the job they want to discuss before they begin the conversation.


Recent research indicates you can help form a healthy organizational culture by encouraging a common habit of thoughtful and honest communication by changing your feedback. Other research  supports the idea that organizational and financial results improve when positive and productive goal setting, performance assessments and career development conversations result in better employee motivation, engagement and retention. For HR pros, that means training managers and supervisors to give regular feedback. But it also means training them to encourage employees to ask for feedback — and to share their own feedback with peers. 


Job Personalization is the flavor of the times…Personalization has become a key part of creating a delightful customer experience, and organizations will use the same approach in their performance management efforts. Personalization is moving out of the realm of business-to-consumer commerce and into almost every arena of human activity. A one-size-fits-all management approach can’t bring out the best in employees because every employee is different.For HR, this trend means empowering employees to find the best path to mastering skills needed to do their jobs. That translates into a need for customized training that focuses on the specific requirements of a job and individual employees’ specific skills and skill gaps.

Relying on individual data as well as feedback conversations provides managers the tools for tailoring their performance management system, curating employee development strategies and customizing other aspects of work for each individual employee. For example, Some employees are fine working in open, collaborative spaces; others are distracted. Giving employees options where they work, depending on the task, can affect short-term productivity and longer-term engagement. In the coming year, more managers will change their management strategy to take a personalized approach to motivating individuals to help them meet their performance goals, which in turn will boosts team performance.




The ultimate aim of the PMS was to create better performing individuals and teams. The focus is shifting from taking a "policeman" approach of appraisal to a  "guest experience " approach of a top cafe owner. The  attention has been focused on improving employee engagement, organizations are shifting their focus to improve EMPLOYEE EXPERIENCE  Even though the vast majority  of HR managers agree that employee experience is very important to the success of the organization, not everyone understands what employee experience is. The employee experience is the human experience: the thoughts, feelings, emotions, decisions and overall qualitative experience that anybody has while working at a company. It’s how someone feels, the quality of their relationships and communications and the level of performance that they are supported in achieving. 

Creating a positive employee experience requires long-term commitment, and in many cases, a mindset shift that cascades from the C-suite down. Instead of focusing on how to get the most out of employees, leaders instead consider how they can help employees be their best. This means equipping people to meet their goals, implementing effective employee training and development strategies, and helping employees feel more passionate and creative about their work. It takes into account  how to design work culture, technology, and the physical environment.

It is important to create an atmosphere of understanding and openness where employees dealing with emotional stress and more serious mental health issues are comfortable discussing any difficulties they are experiencing with work.Employers can help by creating a framework for discussion and finding assistance, when appropriate.  

Organizations are realizing that the old way of doing performance management no longer works. Today’s employees desire authentic relationships with managers and opportunities for development & advancement. LOOK forward to hearing from you... could you tell me of the best practice or innovation in your company?


Best of luck

Dr Wilfred Monteiro

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