Learning & Teaching Fellow (retired)
B K BHATIA
Director Of Company
Manager - Corporate Hr
17th February 2014 From India, Tiruchchirappalli
17th February 2014 From India, Delhi
This site already contains plenty of material related to PMS / Appraisals etc – you may search and use it as per your requirement. However, external professionals can only give you overall information / understanding / knowledge of the subject. Actual policy formulation and implementation needs to be completed by the person incharge in the company. In this regard, provide some specific queries / roadblocks you are facing so that that other members may contribute to help you proceed further.
18th February 2014 From India, Pune
As suggested above, in order to correctly guide you through the process, one does need more minute details related to working structure of company.
However, if you wish to have a broad outline:
Firstly - many tend to use the phrase performance management and performance appraisal interchangeably. That is the core difference between a well managed bench of second line talent and ready talent.
Performance Appraisal is done as a post procedure to evaluate assess and inform.
Performance management on the other hand is about putting in the steeping stones for the people, so that they can reach their goal which will then be evaluated, assessed and informed.
Performance management wins hands down if you wish to better the environment. A few steps that I can suggest for this are :
a) Start with defining talent requirement, their JD's, outcome required.
b) Make SMART (specific, measurable, attainable, realistic, time bound) goals (remember measurable is the key here)
c) Then you give a weightage to each goal
d) You will at this point need to define what is the standard that you require for the organisation
e) Discuss these with hod's , line managers and finalise.
f) In a PMS - evaluation is not done only at end of year, but frequent feedback, discussions are requires throughout and they should be documented.
g) Make the form for the evaluation structure, interim meeting formats, Improvement plans.
When you set and communicate clear goals, expectation and most importantly evaluate and Review at frequent intervals with feedback follow up , the end results are much more visible. transparency instils confidence and does wonders as a motivation factor too. Performance management is like doing home study throughout the year rather than just for the finals :-)
The forms required will need to developed with IN house discussions and is very company ,process specific. If you wish to view one, a generic search should help.
Hope this helps.
References - Peter Drucker ; George T Duran
18th February 2014 From India, Mumbai
I have implemented Performance Management in various organisations over past 20 years. They include organisations from different sectors and sizes. I will be happy to assist you in this regard for your organisation. I am based in Pune and my contact is 8149069060. I am currently US and will be back in Pune in March 1st week. Meanwhile Pl see attached a write up on my approach to Performance Management. I will be happy to make a FREE PMS launching presentation to you and your management on my return. We can interact more on this by e-mails or by phone on my return. It needs lot of understanding of different business roles and competencies and maturity of organisations to successfully implement PMS.
20th February 2014 From United States, Powell
21st February 2014 From United States, Powell
i myself am looking after the performance management systems. first of all you need to select a method of assess the performance of the employees, depending of the technique, nature of business and number of employees, you will be able to strategize Timeframes to develop the whole system.
If you are using MBOs for performance assessment then you conduct performance reviews quaterly,semi annually or annually, if you are using KPI based performance management systems, you will be need to develop performance measures for every department, line and sub-ordinates keeping the wholistic goal of organization in light. You need to have an authentic support document from where you will get feedback of performance every month.
you will also need to quantify your measure and design calculation steps to measure them in terms of %age or numbers.
after the whole development activity you need to communicate of how this thing will work, and execute.
now every month you will get those numbers as identified in the indicators, from every line manager and HoDs, which will help you assess there performance against the measures you have developed, which will later help you identify their competencies, areas of strength, and their weakness, and keeping this in mind you can also devise a Training plan for them, and process rewards, recognition, promotion, termination etc.
24th February 2014 From United States, Saint Petersburg
I apologize for not turning up.
Actually I was asking for just a sample process document to just endorse our own in it. I have already revamped the entire PMS and when I was about to present it to leadership team they want it to be of a process document ("PM Process document"). Based on the suggestions and websites which was referred here i got a point and i built our own process document. Thank you so much for assistance.
Note: This is to let you know that if i am in HR filed its only because of CiteHR community where i am learning many new things pertain to HR on a daily basis and trying my best to contribute a drop in an ocean from my side as well.
24th February 2014 From India, Tiruchchirappalli