This is nice to read views of learned members on PMS. Everything is very good and ideal condition. Actual is far different from ideal.In reality the process should start from recruitment . There are hardly few organization where the recruiters are spending systematic value added time to select the right candidate as close as possible as per job description. Therefore, in most of the organizations the problem starts from recruitment process.
From my 34 years experience since 1976 and working with 3 MNCs ( GKW, Philips & Vesuvius) and one reputed Indian organization (Voltas) and Post retirement to till date almost 12 years to run my own organization where also interacting with MNCs and Indian organization, I have never noticed any ideal PMS system is really working anywhere as mentioned by all learned members.
Many organizations have no connection of KRA & KPI setting with business goal. Instead of proper assessment at the end of year ( once in a year for majority organization) no dialogue with the employee rather monologue. It is CR (Confidential report ) decided by the superior for his subordinates. There is hardly few organizations where in continuous basis feed back to employees for performance. Moreover, there is always one instruction from HR to the other functional superiors to fit the recommendation within Bell Curve - 10% Needs improvement, 80%- successful & 10% - outstanding. Then there is unknowingly personal bias of superior for some subordinates - good or bad.
Based on appraisal score most of the organizations identify Non-performers and Performers. In some organizations employees are informed through HRMS package instead to inform the employees across the table with a congenial atmosphere. Very few superiors have time to spend one hour in a year with subordinate about the performance. Employees have feeling that as they are not good book of the superior, they are not being properly assessed.During my tenure of service I only find one boss who spent more than an hour to discuss with me in a very warmth atmosphere not only on my performance but also on my future focus areas linking to business goals
Now the question is what should be the approach. As I have already mentioned it should start from the recruitment process where the recruitment board should consist of cross functional superiors with proper job description and depending on level of recruitment, it may be 2/3 rounds and one common member should be from the concerned department to match the chemistry of the employee with the chemistry of the organization.
Next step should be proper induction (trailer made based on the level of the employee, business of the organization and future focus - varies from 1 day to 1 month). There must be one mentor for new recruits specially for management staff for a period of 1 year ( to complete one appraisal cycle ). There are cases when subordinate is better than superior and superior either becomes vindictive(majority cases) or accept the quality of the Subordinate. Mentor has a great roll to play in those cases.
If there is attitude problem and identify as a non performer - very difficult to change the employee. But with continuous mentoring, identify the key issues - it is possible to change if not 100% but at least up to successful level. In my career I have done this with two employees one direct to my department ( ex-serviceman, Security Officer) and another Accounts executive young female employee. Bust this really difficult job with patience and determination.
From my personal observations, I can say that there very few organizations are scientifically following the system, others are at the end of the year by thumb rule decides the fate of the employees.
S K Bandyopadhyay ( Howrah, WB)
CEO-USD HR Solutions
+91 98310 81531
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