Rajesh Singh, Sr. Vice President, Human Resources, KPITLed by Rajesh Singh, Senior Vice President of Human Resources, this initiative sought to redefine performance management, enhance individual and collective self-awareness, and ultimately drive superior performance. In this feature, Singh takes us on a journey through this remarkable initiative.
In 2019, as KPIT embarked on a new chapter, the mission was clear: they aimed to cultivate a culture of excellence that would stand shoulder to shoulder with global benchmarks. It was a journey that began with deliberations amongst external experts and spirited dialogues within our KPIT family. The goal was to unearth the guiding principles that would illuminate the path forward for every ‘KPITian’.
Through this process, KPIT identified seven core behaviours that would serve as the guiding light for the organisation. Rajesh Singh, SVP, HR, KPIT shares, “These behaviours were not just ideals but a means to elevate self-awareness and pave the way for excellence. The backdrop of our endeavour was the ever-evolving landscape of the CASE (Connected, Autonomous, Shared, Electric) mobility sector, teeming with opportunities.”
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The foundation of transformation
The cornerstone of the transformation was the introduction of the 360-degree feedback process, a mechanism designed to infuse culture with these guiding behaviours. The organisation embarked on this journey by involving the leadership team, gradually extending it to encompass every member of our KPIT family over a three-year period.
“The beauty of the 360-degree process lies in its panoramic view, where peers, team members, and managers converge to provide invaluable insights. For each of us, it became imperative to craft individual development plans aimed at refining these essential behaviours. But our commitment to growth extended beyond individuals; it encompassed our managers, entrusted with nurturing a culture of development,” adds Singh. They received feedback from team members on crucial aspects like team development, communication, and trust, fortifying the bonds within the teams.
It's essential to note that the program is not explicitly tied to performance appraisals; the primary goal is to enhance the professional and intrapersonal development of employees and, consequently, contribute to the overall growth of the company
Setting the stage for excellence
KPIT moved toward a comprehensive approach that leveraged insights from peers, team members, and managers to provide a holistic view of individual strengths and development areas. Each employee was encouraged to create an individual development plan to enhance their proficiency in these critical behaviours.
Singh explains, “Our approach was founded on the pillars of education, exposure, experiential learning, and self-reflection, which we believed were vital for the success of our 360-degree feedback initiative. We left no stone unturned, offering online courses, training, mentorship, and the wisdom of our leaders. To keep the spirit alive, we shared case studies that showcased best practices and role models within our organisation, guiding our KPITians towards excellence.”
The journey was not just about feedback; it was about the growth and transformation of individuals and the organisation.
Aligning 360-degree feedback with performance management
The decision to incorporate 360-degree feedback into KPIT's performance management system was driven by this desire to inculcate behaviours that lead to superior performance. With a robust legacy of over 50 years, which originally emphasised behavioural attributes as key drivers of excellence, KPIT continued to build on this foundation.
While 360-degree feedback was introduced primarily as a development tool, it was seamlessly integrated into the performance management framework. This alignment ensured that performance goals remained closely tied to the development of lasting behaviours, a crucial factor in the safety-critical mobility domain where "first-time right" with zero-defect delivery is paramount.
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The mechanics of 360-degree feedback
KPIT's 360-degree feedback process has evolved into a mature and effective system. Feedback reports provide weighted averages for each behaviour from all feedback providers, including reportees, peers, and managers. The goal is to encourage all employees to frequently demonstrate these behaviours, aiming for a minimum rating of 4 on a 5-point scale for each of the seven behaviours.
Managerial feedback is similarly structured, focusing on key attributes such as trustworthiness, effective communication, and team member development. The process includes regular reflections and discussions during mid-year and year-end reviews, fostering a culture of continuous improvement.
Singh shares, “The integration of 360-degree feedback into KPIT's performance management has yielded remarkable results. Employees have responded with enthusiasm, leading to industry-leading retention rates and high employee engagement, as reflected in annual surveys. Notably, many of KPIT's leaders have risen through the ranks, highlighting the organisation's commitment to nurturing internal talent. The openness to welcome back alumni, even at senior levels, is a testament to the lasting bonds formed within the KPIT community.”
Performance and development go hand-in-hand
The inclusion of a 10% weightage for individual development plans in Key Result Areas (KRAs) underscores KPIT's commitment to talent development. Training interventions and leadership by example have played pivotal roles in making managers aware of the importance of regular developmental dialogues. Audits of development plans and one-on-one discussions ensure alignment with 360-degree feedback, encouraging leaders to reflect, analyse, and act on areas for improvement.
“It's essential to note that the program is not explicitly tied to performance appraisals; the primary goal is to enhance the professional and intrapersonal development of employees and, consequently, contribute to the overall growth of the company,” Singh adds.
About the author: Rajesh Singh, presently serving as Senior Vice President of Human Resources at KPIT, has carved a diverse and accomplished career path spanning more than two decades. His professional journey has taken him through pivotal roles in the public sector, government, private sector, and startup environments, equipping him with a wealth of experience and expertise in each domain.
