Performance Management Systems: A Closer Look
360 Degree, Balanced Scorecard, and Bell Curve PMS systems are available. Despite the existence of numerous PMS systems, employees tend to focus on finding others' mistakes instead of delivering their best performance. Not all PMS systems are equitable. Why do employees seek new job opportunities due to their bosses? Why is there a lack of transparency?
Please guide on which is the best PMS system.
Thanks,
Regards
From India, Vadodara
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23360 Degree, Balanced Scorecard, and Bell Curve PMS systems are available. Despite the existence of numerous PMS systems, employees tend to focus on finding others' mistakes instead of delivering their best performance. Not all PMS systems are equitable. Why do employees seek new job opportunities due to their bosses? Why is there a lack of transparency?
Please guide on which is the best PMS system.
Thanks,
Regards
From India, Vadodara
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It appears that you are in a confused state of mind. You have sprinkled some information here and there. Please specify what the problem is.
Understanding PMS Effectiveness
There is nothing like the "best" PMS. Whatever you have, whether you implement it earnestly, that matters most. Secondly, do you measure what needs to be measured? Are your measures comprehensive, or are you just skimming the surface? Do the measures of performance identify the visible and invisible costs?
Avoiding HR Jargon
Do not get into HR jargon. All that you need to do is to identify the costs associated with each department and start measuring them.
Addressing Blame Game and Leadership's Role
Last but not least, if after the introduction of PMS, the blame game persists, then it shows that your measures were not comprehensive or leadership does not have belief in the measures.
As far as transparency is concerned, how to foster it is leadership's call and not yours. If leadership is interested in sweeping things under the carpet, then PMS will not work, whether "best" or otherwise.
Thanks,
Regards,
Dinesh V Divekar
Bangalore - 560092
From India, Bangalore
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Understanding PMS Effectiveness
There is nothing like the "best" PMS. Whatever you have, whether you implement it earnestly, that matters most. Secondly, do you measure what needs to be measured? Are your measures comprehensive, or are you just skimming the surface? Do the measures of performance identify the visible and invisible costs?
Avoiding HR Jargon
Do not get into HR jargon. All that you need to do is to identify the costs associated with each department and start measuring them.
Addressing Blame Game and Leadership's Role
Last but not least, if after the introduction of PMS, the blame game persists, then it shows that your measures were not comprehensive or leadership does not have belief in the measures.
As far as transparency is concerned, how to foster it is leadership's call and not yours. If leadership is interested in sweeping things under the carpet, then PMS will not work, whether "best" or otherwise.
Thanks,
Regards,
Dinesh V Divekar
Bangalore - 560092
From India, Bangalore
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I have a question. I have completed three PMS cycles since my last promotion date, and my boss did not recommend me for promotion, even though I am doing all the work. Can I write to higher management as a self-recommendation for promotion, highlighting major achievements?
From India, Mumbai
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From India, Mumbai
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Promotions are based on the respective company's promotion policy. Secondly, there has to be a vacancy for the promotion.
Thirdly, you have written that you have completed three cycles of PMS. What is the duration of each cycle? In fact, you should have written that you have completed three cycles of Performance Appraisal (PA) and not PMS. What was your score? Has it been disclosed?
Fourthly, you have written that you would like to highlight the major achievements to your management. Did you highlight those in your regular PA?
Lastly, while checking the promotion suitability, it is not just performance but potential that is also taken into account. Have you demonstrated potential for the higher post?
Thanks,
Dinesh Divekar
From India, Bangalore
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Thirdly, you have written that you have completed three cycles of PMS. What is the duration of each cycle? In fact, you should have written that you have completed three cycles of Performance Appraisal (PA) and not PMS. What was your score? Has it been disclosed?
Fourthly, you have written that you would like to highlight the major achievements to your management. Did you highlight those in your regular PA?
Lastly, while checking the promotion suitability, it is not just performance but potential that is also taken into account. Have you demonstrated potential for the higher post?
Thanks,
Dinesh Divekar
From India, Bangalore
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I have enquired with my HR. I have completed three years (3 cycles of appraisals) since my last date of promotion. Regarding this, I met with HR, and it's true that the promotion policy differs each year. He also suggested that I should get highlighted.
The Problem with Recognition
I have a set of achievements, but my boss is not highlighting them in front of other departments or in any reward and recognition programs. Actually, I am working at the grassroots level. My boss finishes the end part and receives all the credit but is afraid to portray the good images of his subordinates in front of higher management or even fight for us.
Of late, I have noticed a decrease in my workload. The only work that I do is the preparation of a weekly MIS each week. That's all. I have the capability to shoulder other responsibilities. I have repeatedly told this to my boss. After hearing this, he engages me again in documentation management work. The other big issues he solves by himself with no delegation of work. The entire system is like a jalibiiiiii, and it's going gol gol gol.
Seeking Career Advancement
What should I do to enhance my career? Because with this kind of situation, I think I won't be able to climb up the ladder.
Regards,
From India, Mumbai
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The Problem with Recognition
I have a set of achievements, but my boss is not highlighting them in front of other departments or in any reward and recognition programs. Actually, I am working at the grassroots level. My boss finishes the end part and receives all the credit but is afraid to portray the good images of his subordinates in front of higher management or even fight for us.
Of late, I have noticed a decrease in my workload. The only work that I do is the preparation of a weekly MIS each week. That's all. I have the capability to shoulder other responsibilities. I have repeatedly told this to my boss. After hearing this, he engages me again in documentation management work. The other big issues he solves by himself with no delegation of work. The entire system is like a jalibiiiiii, and it's going gol gol gol.
Seeking Career Advancement
What should I do to enhance my career? Because with this kind of situation, I think I won't be able to climb up the ladder.
Regards,
From India, Mumbai
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Dear Sir, it happens with everyone. Promotion policies and all systems are there, but no one is getting a fair PMS. Why? What kind of software or system can we use so top management can understand the scenario? They should be able to see the talent, not just a rosy picture.
Thanks,
From India, Vadodara
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Thanks,
From India, Vadodara
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Understanding Performance Management Systems
Performance management systems are designed to manage the performance contributions of employees and maintain historical records. It's time for us all to realize that we can't expect to be promoted every year.
Realism in Performance Management
Mili, there is no single best PMS system. Regarding bosses, we need to be realistic (remember Steve Jobs?).
From India, Mumbai
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Performance management systems are designed to manage the performance contributions of employees and maintain historical records. It's time for us all to realize that we can't expect to be promoted every year.
Realism in Performance Management
Mili, there is no single best PMS system. Regarding bosses, we need to be realistic (remember Steve Jobs?).
From India, Mumbai
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Performance Management System.doc