Hi Everyone,
I am Kartik Iyer, working in a consulting company. I have been asked to design an SOP for PMS and Career Progression from the viewpoint of a consultant. This SOP should essentially help anyone from my organization to undertake any PMS or Career Progression project with the set guidelines.
What approach should the consultant take if the company is a new setup and doesn't have any HR practices in place? What details would be required, and what kind of approach should I have?
Folks, kindly lend me a helping hand as it is very challenging! In case you have some details, you can forward the same to thisiskartik@gmail.com.
Regards,
Kartik
From India, Vadodara
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I am Kartik Iyer, working in a consulting company. I have been asked to design an SOP for PMS and Career Progression from the viewpoint of a consultant. This SOP should essentially help anyone from my organization to undertake any PMS or Career Progression project with the set guidelines.
What approach should the consultant take if the company is a new setup and doesn't have any HR practices in place? What details would be required, and what kind of approach should I have?
Folks, kindly lend me a helping hand as it is very challenging! In case you have some details, you can forward the same to thisiskartik@gmail.com.
Regards,
Kartik
From India, Vadodara
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Hi Karthik,
The following procedure has been developed by me, and I coined this as the 'Role-based Performance Appraisal Method':
1. First, you design the Authority Responsibility Matrix - each and every task at a micro level should be considered for each department, and assign each task to the appropriate designation. This process creates a total role-based job description.
2. Once the job description is created, identify the deliverables of each job/designation. This exercise leads to Key Result Areas (KRAs), which should not exceed 6-8. Create these KRAs in a measurable manner.
3. Create a Performance Measurement Matrix and rating mechanism based on the nature of the deliverables. This should be customized and linked to the Performance Index for balance across different positions in the organization.
4. Choose an appropriate Performance Appraisal Method (180/270/360 degrees, number of reviews per year).
5. Identify the Appraiser/Reviewer for every appraisee.
6. Develop the Appraisal Formats based on the chosen Performance Appraisal method.
7. Distribute the forms to the appraisees, appraisers, etc., collect the ratings, and address any discrepancies in Performance Appraisal discussions facilitated by HR Personnel.
8. Calculate the Performance Index (PI).
9. Prepare a report for Management to make decisions on increments, decrements, promotions, demotions, terminations, etc. (For more information - Study the Bell Curve).
Note: If you have specific questions on this procedure, please write to me.
RAM Akella
Manager-Group HR
Email: rrakella@gmail.com
From India, Delhi
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1The following procedure has been developed by me, and I coined this as the 'Role-based Performance Appraisal Method':
1. First, you design the Authority Responsibility Matrix - each and every task at a micro level should be considered for each department, and assign each task to the appropriate designation. This process creates a total role-based job description.
2. Once the job description is created, identify the deliverables of each job/designation. This exercise leads to Key Result Areas (KRAs), which should not exceed 6-8. Create these KRAs in a measurable manner.
3. Create a Performance Measurement Matrix and rating mechanism based on the nature of the deliverables. This should be customized and linked to the Performance Index for balance across different positions in the organization.
4. Choose an appropriate Performance Appraisal Method (180/270/360 degrees, number of reviews per year).
5. Identify the Appraiser/Reviewer for every appraisee.
6. Develop the Appraisal Formats based on the chosen Performance Appraisal method.
7. Distribute the forms to the appraisees, appraisers, etc., collect the ratings, and address any discrepancies in Performance Appraisal discussions facilitated by HR Personnel.
8. Calculate the Performance Index (PI).
9. Prepare a report for Management to make decisions on increments, decrements, promotions, demotions, terminations, etc. (For more information - Study the Bell Curve).
Note: If you have specific questions on this procedure, please write to me.
RAM Akella
Manager-Group HR
Email: rrakella@gmail.com
From India, Delhi
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Mr. Ram, your post is very useful for my current HR activity. I need to design a SOP for Performance Appraisal. The points you have listed are very relevant, but could you please elaborate on every step, especially on the evaluation part?
From Singapore, Singapore
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From Singapore, Singapore
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Mr. Ram,
Your post is very useful for my current HR activities. I need to design a SOP for Performance Appraisal. The points you have listed are relevant, but could you please elaborate on every step, especially on the evaluation part.
Regards,
Sushmita
From Singapore, Singapore
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Your post is very useful for my current HR activities. I need to design a SOP for Performance Appraisal. The points you have listed are relevant, but could you please elaborate on every step, especially on the evaluation part.
Regards,
Sushmita
From Singapore, Singapore
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Performance Appraisal Form for Staff.doc