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Anandorup Ghose

Partner – Talent & Rewards, Aon Hewitt Consulting

Anandorup leads the Performance & Rewards Consulting Practice for Aon Hewitt in South Asia. Prior to this role, Anandorup headed Aon Hewitt's executive compensation and governance practice for South Asia along with General Industry Compensation for India covering Consumer, Pharmaceuticals, Manufacturing & Services industries. He has worked extensively with clients in the region in structuring and defining managerial and executive compensation structures across a wide variety of industries.
Anandorup has also worked with clients in the Middle East, Asia Pacific and India in the areas of executive compensation design and benchmarking, long term incentive plan design, sales incentive plan design, governance structure definition, remuneration committee advisory, performance planning and scorecard design etc. He has managed multi-year change engagements with clients in India as well as the Middle East, and has worked on some large scale merger integration work with clients in the region.

He regularly speaks on compensation at forums like AIMA, FICCI, SHRM, ASHRM etc.

Prior to joining Aon Hewitt, Anandorup worked with ICICI Bank in India as a senior manager in its international banking strategy team. He has also worked with Ernst & Young in its transaction advisory services business and has significant experience in business valuations and supporting M&A transactions.

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Should End-of-Year Performance Appraisals Be Dumped For Good?

A shift in the way we think about performance evaluations has been taking place in the world of human resources. It's pretty exciting stuff. Some go as far as to argue that the performance appraisal system itself is a waste of time. But what I don't see is the basic question--the reasons for <em>why</em> the appraisal process is as such a failure. I would argue that the reason for this failure is not the process but the way managers are equipped to run the process.
27/04/2016 8:31 AM IST