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Performance Management Process - Quick Guide
Performance Management process is a systematic process of managing and monitoring the employee’s performance against their key performance parameters or goals. It is regarded as a process for driving the individual and organizational performance management.
Click here to understand : Performance Management Meaning
Preliminary, the process involved six steps which followed one after the. In short, it is termed as continuous process in organization.
Stages involved in Performance Management Process
Learn about each of the stages here below involved in the process for better result :
Stage 1: Pre- Requisitesal
Then organization loose its objectivity . Therefore, it is necessitate defining the purpose Cleary for existing and new employees/ staff, departments in order to make integrate all teams to meet company’s target. There are three primary stages where the company defines their long term and short term goals. The first stage is at the organization level, where the management describes the holistic view and defines overall objective of formulation of the company, what are their long term vision, what are the values on which they stands for, and what is the mission the company is chasing. The second stage perquisites at department level, where the management assign targets to each department to achieve overall organization objective. At this stage, the management strategize the processes and allocate targets to each department.
The last stage is individual level, where the department further give targets to employees.
The above three stages are the foundation of performance management system of any organization. Basis on these three levels, the management design, strategize and develop the performance management system. It describes job descriptions, job specification, and job design at each level and delegate targets to perform in order to achieve organization objective.
Stage 2: Performance Planning
There are three important attributes of performance planning:
ii. Behaviours, &
iii. Development Plan
Results: the yardstick of performance management is used to measure employees and department performance. It provides the information about the performance gaps and achievements. Hence, it evaluates how well the individual employee has performance against his assign targets
Behaviour: measuring the employees behaviours are one of the most challenging and difficult task basis on performance standards. The human behaviour can only be measured through observation and close monitoring by his supervisors or human resources department.
It is difficult to qualify the behaviour against his performance standards. There are lot of subjectivity involved in this category. However, there are lot of phycomateric tools which supports to define and indicate individual behaviour and attitude, but research has proven that they are only indicators and not provide absolute answer and authenticate results. Hence, we can define the expected behaviour in employee’s performance standards during the performance planning and its measurement but cannot quantify it with data.
Development plan: development plan is the third stage of performance planning. At this stage, we develop the plans to improve employees knowledge, skill and attitude (K, S, A). It allows employee to take his professional standards to next level which the support of development tools and plans
Stage 3: Performance Execution
Performance execution is considered as most important stage because the whole exercise of creating performance management systems and building up standards would rely on it. The primary responsibility and ownership of performance execution is with employee, which is followed by department and then organization. Hence, it is considered as a chain or process, in which the performance of individual employees would result department performance.
Therefore, the role and responsibility of supervisor or manager also increases which comprises with following focus areas: Provide resources , tools and equipment’s to employees to make out better results Provide regular feedback to subordinate about their performances and improvement areas Motivate team members through different channels and tools Integrate individual development plans with department’s goal Remain focus on development activities to enhance individual knowledge and skills.
Stage 4: Performance Assessment
Performance assessment is the next stage followed by performance execution. In this phase, the employee and manager both are responsible to measure and assess the performance of employee against his targets. The process should comprise to the extent of individual targets, behaviours or attitude and special achievements during the performance appraisal cycle.
Stage 5: Performance Review
The performance review stage is a platform where the subordinate and superior exchange performance feedbacks and review performances against given targets or goals to individual. To make the performance review successful, the involvement and exchange of dialogue are equally essential between employee and his manager. Apart from performance review, they also discuss about the development plans, trainings to improve skills and knowledge, next year goals and targets and expectations of employee and manager both. Hence, this stage is considered the base of next year performance appraisal cycle as well.
Stage 6: Performance Renewal and Reconstructing
The performance management process is an ongoing continuous process. Once the performance has been reviewed and end, then the cycle starts for the next performance appraisal. It should be again align with next year organization mission, goals and objective and integrated with departments goals In facts, it is a process which starts all over again which needs to be discuss, design, develop , executed and review again. This is necessitate because the external environment of company like market, customers , competitors , suppliers etc. also revolved and all subsequent changes has to prerequisites for performance planning and setting strategic objectives of the organisation.
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