Designing a Performance Management System
Your performance management system should be job-related, practical, and have measurable standards. Perhaps the most important design consideration is to develop a process that is practical, easy to understand, and use. The focus should be on the results of the performance management process - effective and motivated staff - not the steps of the process.
When developing a new performance management process, use a committee made up of employees and managers. A collaborative approach will increase employee buy-in, understanding, and support for the process.
Once the process has been developed, communicate with all staff about the purpose and the steps in the performance management process.
You should be prepared to make adjustments to your new system as necessary.
Different Types of Performance Management Systems
There are a variety of ways to measure performance, including:
- Self-Appraisal: the employee is asked to evaluate his/her own work
- Peer Appraisal: staff of equal rank within the organization are asked to evaluate the employee
- Team Appraisal: similar to peer appraisals; employees who work as part of a team are asked to evaluate the team's work
- Assessment Centre: the employee is assessed by professional assessors using several types of evaluations such as work simulations and actual activities
- 360-Degree or Full Circle Appraisal: the employee's work is reviewed by gathering input from representatives of all the groups the employee interacts with, such as supervisor, peers, subordinates, and clients.
- Management-by-Objectives: the employee's achievement of work objectives that are set in collaboration with his/her supervisor are assessed.
- Combination of Methods: Some organizations combine different methods into their performance management process. In particular, some organizations include an evaluation of competencies - the knowledge, skills, and abilities that distinguish superior performance. Establishing competencies for performance management in an organization requires careful thought. Without careful preparation, evaluating competencies can be very subjective.
In the voluntary sector, 360-degree appraisals are sometimes used for evaluating the Executive Director. Management-by-objectives is an effective approach to performance management for all other employees.
Because it's the most practical system for most non-profit organizations, we will be focusing in this section of the website on Management-by-Objectives.
Management-by-Objectives
Performance management using a management-by-objectives (results-based) approach has three phases:
Phase 1 - Planning: a work plan for the next year is developed; measures for assessing progress are established.
Phase 2 - Monitoring: progress toward the goals identified in the work plan is monitored; the plan is adjusted if required; corrective action is taken if necessary.
Phase 3 - Reviewing: at the end of the performance management cycle, the manager and employee meet to document the work of the past year; accomplishments and shortfalls relative to the work plan are summarized using a performance management form; a new performance management cycle begins.
Regards,
HASSAN
From Pakistan, Islamabad
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23Your performance management system should be job-related, practical, and have measurable standards. Perhaps the most important design consideration is to develop a process that is practical, easy to understand, and use. The focus should be on the results of the performance management process - effective and motivated staff - not the steps of the process.
When developing a new performance management process, use a committee made up of employees and managers. A collaborative approach will increase employee buy-in, understanding, and support for the process.
Once the process has been developed, communicate with all staff about the purpose and the steps in the performance management process.
You should be prepared to make adjustments to your new system as necessary.
Different Types of Performance Management Systems
There are a variety of ways to measure performance, including:
- Self-Appraisal: the employee is asked to evaluate his/her own work
- Peer Appraisal: staff of equal rank within the organization are asked to evaluate the employee
- Team Appraisal: similar to peer appraisals; employees who work as part of a team are asked to evaluate the team's work
- Assessment Centre: the employee is assessed by professional assessors using several types of evaluations such as work simulations and actual activities
- 360-Degree or Full Circle Appraisal: the employee's work is reviewed by gathering input from representatives of all the groups the employee interacts with, such as supervisor, peers, subordinates, and clients.
- Management-by-Objectives: the employee's achievement of work objectives that are set in collaboration with his/her supervisor are assessed.
- Combination of Methods: Some organizations combine different methods into their performance management process. In particular, some organizations include an evaluation of competencies - the knowledge, skills, and abilities that distinguish superior performance. Establishing competencies for performance management in an organization requires careful thought. Without careful preparation, evaluating competencies can be very subjective.
In the voluntary sector, 360-degree appraisals are sometimes used for evaluating the Executive Director. Management-by-objectives is an effective approach to performance management for all other employees.
Because it's the most practical system for most non-profit organizations, we will be focusing in this section of the website on Management-by-Objectives.
Management-by-Objectives
Performance management using a management-by-objectives (results-based) approach has three phases:
Phase 1 - Planning: a work plan for the next year is developed; measures for assessing progress are established.
Phase 2 - Monitoring: progress toward the goals identified in the work plan is monitored; the plan is adjusted if required; corrective action is taken if necessary.
Phase 3 - Reviewing: at the end of the performance management cycle, the manager and employee meet to document the work of the past year; accomplishments and shortfalls relative to the work plan are summarized using a performance management form; a new performance management cycle begins.
Regards,
HASSAN
From Pakistan, Islamabad
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Hello Hazaidi, its a good contribution, but my request is that if you could give me the source from where exactly it had come from (i.e, Reference) Regards, Prabhu.K
From India, Bangalore
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From India, Bangalore
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Hi Hooria,
Please find the attachment at the following link: http://www.iei.ie/cpd/Non%20electron...ion%20form.doc.
Inform me if this is sufficient for you, or do you need more material.
Regards,
Hassan
From Pakistan, Islamabad
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Please find the attachment at the following link: http://www.iei.ie/cpd/Non%20electron...ion%20form.doc.
Inform me if this is sufficient for you, or do you need more material.
Regards,
Hassan
From Pakistan, Islamabad
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Thanks for your reply. Its was vey helpful but i need a more comprehensive questionaires regarding performance management system. would ve waiting for your reply. regards Hooria
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Hi everyone,
I am an HR professional looking forward to normalizing performance. If someone has experience with this in their company, please contact me and share the best method to do this.
Thank you,
Komal Kanwar
From India, New Delhi
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I am an HR professional looking forward to normalizing performance. If someone has experience with this in their company, please contact me and share the best method to do this.
Thank you,
Komal Kanwar
From India, New Delhi
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You may get better performance only if you ignore integrity, trading it off for performance. If you do it consciously, by accepting the risk, it's one thing; but the problem is that most practitioners are not even aware that there's a risk. They all think that there is no price to be paid for denormalization.
Poor performance is often due to physical implementation factors such as physical design, DBMS, hardware, network loads, etc. Normalization, by definition, has nothing to do with it; it's impossible. The point is that users should stop blaming normalization, trying to avoid it, and should demand better products while learning proper design. As long as they think the way you do, they will never achieve anything better.
Regards, HASSAN
From Pakistan, Islamabad
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Poor performance is often due to physical implementation factors such as physical design, DBMS, hardware, network loads, etc. Normalization, by definition, has nothing to do with it; it's impossible. The point is that users should stop blaming normalization, trying to avoid it, and should demand better products while learning proper design. As long as they think the way you do, they will never achieve anything better.
Regards, HASSAN
From Pakistan, Islamabad
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Hi Dear, Kindly find the enclosed Questionnaire on PMS. Regards, HASSAN
From Pakistan, Islamabad
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From Pakistan, Islamabad
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I am a student of MBA HR and currently working on a project on designing the PMS for the companies in the IT sector. I have a questionnaire, but I want to cross-check whether I am going in the right direction. I need some assistance. Could you please provide the various components of PMS on which I can focus?
Thank you in advance.
Regards,
Akhil Khatri
[Website: www.hrreview.blogspot.com]
From Germany, Dresden
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Thank you in advance.
Regards,
Akhil Khatri
[Website: www.hrreview.blogspot.com]
From Germany, Dresden
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Performance Management System.doc