When the world changes every quarter, a performance system frozen for a whole year is basically fraud. A joint declaration for continuous clarity, continuous alignment, and continuous growth.
Both of us agree that performance is not a once-a-year verdict. It is a living relationship — between role and reality, between people and expectations, between ambition and ability.
For decades, companies treated appraisal like an annual festival. But the modern world does not run on yearly cycles anymore:
• customer behavior shifts quarter to quarter
• policies change multiple times a year
• technology evolves every month
• teams reorganize faster than job descriptions
• employees switch roles, skills, motivations, even careers more frequently than ever
• Gen Z does not wait 12 months to know where they stand
So we are jointly declaring that performance management is not an event. It is a continuous conversation.
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6.1 Goal-Setting — clarity is a shared responsibility
We will not do the old ritual of giving someone a JD on Day 1 and expecting it to magically match the next 12 months. Instead:
• goals will be set jointly,
• broken into quarterly milestones,
• adjusted when the real-world shifts,
• and clarified whenever confusion arises.
Both sides have the right to ask: “Is this still the right goal?” Both sides have the responsibility to answer honestly.
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6.2 Continuous Performance Review — not once a year, but all year
We agree that a once-a-year appraisal is too late, too cold, and too political. So the system will be:
• Quarterly performance conversations (mandatory)
• Monthly check-ins (light, simple, 10–15 minutes)
• Real-time feedback on ERP/task boards
• Immediate recognition when work is done well
• Immediate correction when something goes wrong
Performance tracking becomes a shared diary, not a courtroom. This removes surprises — because no one should hear in Month 12 what went wrong in Month 3.
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6.3 Skill Mapping — growth cannot happen by accident
We jointly commit to a dynamic skill map:
• what skills the role needs today
• what skills it will need six months from now
• what skills the employee wants to build
• what opportunities the company can offer
This becomes the base for training, upskilling, new assignments, and internal mobility. Skill growth is not a favor — it is a future-proofing exercise for both sides.
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6.4 Growth Pathways — predictable, not political
We agree that promotions and role expansion must not depend on:
• personal chemistry,
• manager mood swings,
• favoritism,
• hidden expectations,
• or waiting for someone to resign.
Growth will be based on:
• demonstrated ability
• consistent reliability
• skill development
• willingness to take responsibility
• behavior with people
• impact on team culture
We reject the idea that “some people grow because they are close to the boss.” Growth must be earned and visible — the criteria will be published and explainable. Everyone should know:
• what the next role looks like
• what they must do to get there
• how long it usually takes
• and what support will be given
No second guessing. No hidden staircase.
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6.5 Manager’s Role — guide, not judge
Managers will be accountable for:
• giving timely feedback
• setting realistic goals
• removing obstacles
• developing their team
• escalating issues
• being available for conversations
• not misusing authority
• not ghosting, avoiding, or delaying feedback
We declare that bad managers cannot hide behind good policies. If a manager can’t manage people, they will be reassigned or retrained. People don’t leave companies — they leave unmanaged managers.
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6.6 Learning & Development — for relevance, not rituals
We don’t believe in training for the sake of ticking a box. We will invest in learning only when it makes real sense:
• new skills
• new responsibilities
• new tools
• new market realities
• new career directions
L&D will be designed as a partnership, not a syllabus:
• the employee chooses what they want to grow into
• the organization enables it with time, tools and opportunities
When growth is aligned, people stay invested.
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6.7 Real-Time Adjustments — because goals, roles and realities change
If the world changes mid-quarter, we change the goals. If the role evolves, we update responsibilities. If a person shows new potential, we shape a new pathway.
The days of “wait for the appraisal cycle” are gone. Life is real-time. Performance management should also be real-time.
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6.7 Internal Entrepreneurship & Transition-to-Startup Support”
This policy that neither pushes nor blocks employees from exploring entrepreneurship, but treats it as a legitimate career pathway, exactly the way modern universities run incubators.
This is modern HR. This is Gen Z reality. And this is a culture-shaping policy. Let me draft it.
A progressive pathway for employees with genuine entrepreneurial ambition.
Context & Philosophy
In today’s world, many talented employees leave not because they dislike the company, but because they want to build something on their own. Instead of treating this as a loss or betrayal, we see it as a natural extension of learning, ambition, and the creative energy of modern workers. Just as colleges now run incubators and accelerators, a responsible company can also adopt a structured, bounded, and mutually-respectful system that:
• helps deserving employees explore ideas,
• gives internal guidance,
• protects the company from conflict of interest,
• and leaves room for choice — stay, pause, experiment, or transition out respectfully.
This system is neither an encouragement nor a discouragement. It is a support philosophy, ensuring that entrepreneurial dreams are handled sensibly, not secretly.
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6.7.1 Who Is This For?
Employees who:
• consistently perform well,
• demonstrate maturity and self-driven learning,
• express interest in entrepreneurial exploration,
• have ideas that are not in direct conflict with the company’s core business,
• or may create future collaborations or partnerships.
This can also be offered as a reward option for exceptional contributors — “Entrepreneurial Fast Lane Access.”
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6.7.2 The Internal Entrepreneur Pathway (IEP)
A structured 3–6 month support system.
1. Internal Expression of Interest
The employee submits a note about:
• their idea,
• what support they need,
• whether they want to explore while working or transition later,
• how they see it aligned or non-conflicting with the company’s mission.
This stays confidential between HR + one senior leader. No stigma. No labels. No gossip.
2. Internal Assessment & Mentoring Panel
A small, neutral panel (3–4 members) reviews:
• seriousness of effort
• maturity of thinking
• conflict of interest risk
• resource time required
• possible synergies
This is not a “Shark Tank” panel — this is a Career Guidance Panel.
3. Coached Exploration Period
The employee is allowed:
• up to 4 hours per week guidance time,
• access to internal mentors,
• curated reading lists,
• introductions to experts (where appropriate),
• limited leave or flexible time for prototype work (case by case).
4. Internal Sandbox Rules
Clear boundaries:
• no use of company client data
• no conflict with company product pipeline
• no team recruitment from inside without permission
• no financial transactions
• no competitive product development
This protects everyone.s
5. Startup Skills Track as Part of Learning & Development
Employees in IEP get access to:
• financial modelling basics
• project planning
• problem validation
• customer research
• pitching skills
• legal basics for starting up
This becomes a reward pathway under the appraisal system for high-potential employees.
6.7.3 Employee Choices Built Into the Policy
After the exploration phase, the employee can choose one of three respectful outcomes:
1. Stay & Grow Inside the Company
They realize entrepreneurship isn’t feasible right now. They can return with:
• enhanced skills
• deeper respect
• improved performance confidence
• possible leadership track
This is a win-win.
2. Stay & Build With the Company
If the idea fits the company vision, the organization may:
• invest,
• absorb the idea internally,
• co-develop as an internal project,
• create an “intrapreneur role,”
• or give the employee a leadership role in a new vertical.
This creates loyalty and innovation.
3. Transition Out Respectfully & Stay as Alumns
If the idea is independent, non-conflicting, and meaningful:
• employee serves a short transition period,
• company provides guidance on compliance,
• employee joins the Alumni Network,
• collaborations remain open for the future.
The exit becomes dignified, not dramatic.
6.7.4 Family-Friendly Additions (Very Important in North India)
North Indian families often interpret entrepreneurship as risk, instability, or immaturity. So the policy includes:
Family Stability Support Options
Employees entering the Entrepreneur Track may choose:
• One-time family briefing session (optional)
• Financial planning guidance
• Temporary retention of company accommodation/medical insurance for 2–3 months
• A “return window” of 60–90 days (in case the venture is not feasible)
This makes families feel protected, not threatened.
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6.7.5 Organizational Safeguards
To protect the company:
• written confidentiality agreement
• clear conflict-of-interest declaration
• no client poaching rules
• no internal resource diversion
• no competitive parallel structure
• clean exit documentation
This keeps the ecosystem clean, fair, and transparent.
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6.7.6 How This Aligns With Appraisal & Reward System
1. Entrepreneurial Potential Score
Part of the appraisal framework: Employees demonstrating:
• independent thinking
• initiative
• innovation
• problem-solving
• ownership of outcomes
…are given “Entrepreneurial Potential Points.”
2. Entrepreneurial Track as a Reward Option
For top performers, the company may offer:
• access to IEP
• access to mentors
• access to internal resources
• exposure to leadership meetings
• optional learning wallet for startup skills
This becomes part of the Compensation Choice Basket.
3. Startup Sabbatical (2–6 Months)
A HIGH-VALUE reward for exceptional contributors.
Employees may apply for a “Startup Sabbatical” to:
• validate their idea
• build an MVP
• meet incubators
• raise early guidance
This is not paid leave, but a career blessing and continuity assurance.
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6.7.7 Why This Policy Is Revolutionary (and practical)
BENEFITS TO EMPLOYERS
• reduced attrition
• deeper trust
• better culture
• access to internal innovation ideas
• long-term brand prestige
• creation of future partners/suppliers
• positive alumni ecosystem
• retention of talented employees for longer
• reduced resentment among ambitious staff
BENEFITS TO EMPLOYEES
• safe exploration zone
• structured guidance
• no emotional guilt or secrecy
• family confidence
• career clarity
• respectful transition
• optional return pathway
• lifelong alumni support
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6.7.8 The Real Spirit of This Policy
This policy recognizes one fundamental truth: People don’t leave companies — they leave to pursue their future. If the company stands beside them during that journey:
• they speak well of the organization,
• they return later in senior roles,
• they bring business,
• they become trusted partners,
• they become brand ambassadors.
This is not a loss. This is long-term investment in human potential.
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The spirit of this chapter
Performance, in our policy, is not about fear, power, or judgment. It is about alignment, honesty, rhythm, growth and fairness. We grow together only when:
• expectations are clear
• effort is visible
• progress is recognised
• mistakes are corrected early
• roles evolve naturally
• and people feel the freedom to ask for guidance
Continuous clarity creates continuous performance. Continuous performance creates continuous growth. And continuous growth keeps the partnership alive. This is our joint declaration.
