When thinking about employee performance management as a foreign company in India, it is important to take these cultural differences into account. Because of the hierarchical system, many Indians have fixed expectations of, for example, a managerial position in terms of salary, responsibilities and especially what can be delegated in that position. It is therefore very important that the tasks and expectations from the company are described and presented as clearly as possible. In addition, it is smart to conduct a performance review more often than once or twice a year. Choose, for example, one long discussion and three shorter evaluation moments. In this way, you can check more often whether the way of working you envisage is being taken up.

And if you want to express criticism during the performance review, think carefully about how you present it. Always ensure that the conversation is conducted in privacy, so the employee does not feel embarrassed in front of others. First talk about lighter, personal things before you start the performance review, for example, ask about the employee’s family. Pay attention to your own body language during the interview, avoid closed postures such as crossing your arms or putting your hands at your side, and share your criticism in a constructive manner. Again, it is important that the criticism is explained as clearly as possible, so that the employee does not see it as a personal attack, but immediately knows how he or she can handle it differently in the future. Finally, be accommodating when it comes to tardiness and missed deadlines. As KPN manager Jasper Fortuyn told us earlier, “That’s one of the aspects of Indian culture you have to embrace, because you just can’t change it”.