{"id":3652,"date":"2017-02-27T12:28:32","date_gmt":"2017-02-27T12:28:32","guid":{"rendered":"https:\/\/blog.synergita.com\/?p=3652"},"modified":"2017-02-27T12:28:32","modified_gmt":"2017-02-27T12:28:32","slug":"can-employees-be-rated-like-how-ola-or-uber-rates-the-performance-of-its-drivers","status":"publish","type":"post","link":"https:\/\/newtest.synergita.com\/blog\/can-employees-be-rated-like-how-ola-or-uber-rates-the-performance-of-its-drivers\/","title":{"rendered":"Can Employees be rated like how OLA or UBER rates the performance of its drivers?"},"content":{"rendered":"

Large multinationals like Accenture, Adobe, Microsoft are making waves by announcing that they are moving away from annual appraisals and abolishing bell curve. As we meet several companies\u2019 right from traditional manufacturing companies to fast growing start-ups, we hear several interesting questions during our performance conversations.\u00a0 Some of these companies would like to have annual appraisals, want to follow bell curve but not force fit employees in it to know their performance distribution.<\/p>\n

One very interesting question that we came across during one such discussion with a company is \u201cHow can I conduct performance rating like how UBER or OLA does for their drivers?\u201d<\/p>\n

\"RidersProTips_v2-05\"<\/a><\/p>\n

At the end of every ride, UBER asks its customers to rate the ride and the performance of the driver.\u00a0 Depending on how the customer rating and the average rating every month, UBER does a course correction for its \u00a0drivers \u2013 they either incentivise the driver \u00a0for the best behavior with their customers or reducing the number of rides offered to him\/her as a penalty.<\/p>\n

\"ola\"<\/a>\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\"Uber-Ratings\"<\/a><\/p>\n

We pondered about this for quite some time.\u00a0 Is it possible to do this for employees in an organization?\u00a0 Yes\u2026it is possible.\u00a0 But, how difficult it is?\u00a0 It is extremely difficult.\u00a0 We believe that it is about the change in culture and behavior of employees and managers.\u00a0 If you can influence this somehow, you can certainly drive excellence.<\/p>\n

Following are some ideas that you can think of:<\/p>\n

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  1. To certain extent, you are asking all the employees to define the tasks on daily basis and make sure that the managers\/peers (whoever are the stakeholders) provide rating on these tasks on daily basis \/ right after completing the tasks. You certainly need to coach your employees on defining \u201cwhat is the meaningful task\u201d.\u00a0 In case of UBER or OLA, ride is a meaningful task for the driver.\u00a0 Define such boundaries for a task and obtain feedback without overloading the employees or managers.\u00a0 This will also really help in bringing in some role clarity on Job description.<\/li>\n<\/ol>\n
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    1. Coach your team members on \u201cmeaningful task\u201d which requires performance\/satisfaction rating. Let me explain this a bit:<\/li>\n<\/ol>\n