Hello. I currently work in an executive search firm, which is a startup in India. Consequently, there are no standard written HR policies and systems in place, whether it is regarding leave application, bonus, appraisal, or KRA setting. I have not been informed about any formal written KRAs from my reporting manager, and now she wants me to be put on a Performance Improvement Plan. Is that justified?
From India, Mumbai
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From India, Mumbai
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Dear seniors...pls reply...sincerely need your help & suggestions on this issue above....when my KRA’s were never formally communicated to me, how can you have a PIP ?
From India, Mumbai
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From India, Mumbai
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Dear Delphibalda,
I might be able to help you. Please check my following reply: https://www.citehr.com/523632-comple...it-kerala.html
Thanks, Dinesh Divekar
From India, Bangalore
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8071I might be able to help you. Please check my following reply: https://www.citehr.com/523632-comple...it-kerala.html
Thanks, Dinesh Divekar
From India, Bangalore
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Dear Mr. Dinesh,
Thank you for your response. I have a specific query regarding the performance improvement plan (PIP) for employees in a startup environment where there are no written formal Key Result Areas (KRAs) established. Is it justifiable to implement a PIP in such a setting?
That's the question I have. Thank you for your time and assistance.
Best regards
From India, Mumbai
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Thank you for your response. I have a specific query regarding the performance improvement plan (PIP) for employees in a startup environment where there are no written formal Key Result Areas (KRAs) established. Is it justifiable to implement a PIP in such a setting?
That's the question I have. Thank you for your time and assistance.
Best regards
From India, Mumbai
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KRA Justification for HR
KRA is justified or not for you? Well, I think if there are no written policies and your reporting manager has not set goals for you in writing, then I don't think she has to ask you for KRA. What I am thinking is that she is just trying to be oversmart with you and showing some efficiency over you.
Generally, KRAs are difficult or not done for HR since they are essentially a support function, but in some cases, they are implemented. KRAs for HR will involve the following: providing for manpower and maintaining a harmonious industrial relationship to ensure there is no disruption in production or marketing, offering training to improve skills for better productivity, and creating a compensation benefit structure to retain efficient employees.
I hope I have not confused you.
Kind Regards,
KHURRAM
From Pakistan, Karachi
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KRA is justified or not for you? Well, I think if there are no written policies and your reporting manager has not set goals for you in writing, then I don't think she has to ask you for KRA. What I am thinking is that she is just trying to be oversmart with you and showing some efficiency over you.
Generally, KRAs are difficult or not done for HR since they are essentially a support function, but in some cases, they are implemented. KRAs for HR will involve the following: providing for manpower and maintaining a harmonious industrial relationship to ensure there is no disruption in production or marketing, offering training to improve skills for better productivity, and creating a compensation benefit structure to retain efficient employees.
I hope I have not confused you.
Kind Regards,
KHURRAM
From Pakistan, Karachi
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Every employee should be handed over a KRA sheet at the beginning of the performance cycle. Upon completion of the performance cycle, in the Performance Appraisal (PA) meeting, the score on each KRA is calculated. If it is found that the employee did not perform above a certain level, then the employee is put on a PIP.
In your company, it appears that nothing is defined properly. Without these formal definitions, it is not appropriate to put an employee on a PIP. Flightiness has no place in Performance Measurement (PM). However, this is where many entrepreneurs fail, and so do their startups!
Thanks,
Dinesh Divekar
From India, Bangalore
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In your company, it appears that nothing is defined properly. Without these formal definitions, it is not appropriate to put an employee on a PIP. Flightiness has no place in Performance Measurement (PM). However, this is where many entrepreneurs fail, and so do their startups!
Thanks,
Dinesh Divekar
From India, Bangalore
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Exactly... look at the flaws:
1. I received my increment one month late last year, and there was absolutely no intimation from my boss as to why it was delayed by a month. She would definitely not tolerate if deliverables are delayed by a month without any communication regarding the reason for the delay. Then how can she do that for my increment?
2. There was absolutely no explanation given regarding how my bonus amount was arrived at. You are not giving charity to a beggar, right? My bonus is my hard-earned money.
3. After the completion of the 3-month probation period, there was no verbal/written communication regarding confirmation.
4. The procedure for applying for leave keeps changing every few months depending on my boss's mood. Sometimes she asks for a 2-week prior intimation, sometimes three, sometimes four weeks.
5. When I joined the company, after 1.5 months, I came to know that there is a 3-month probation period from colleagues since my boss had forgotten to inform me about it. She never forgets me when there is work to be done?
6. Just like the leave protocol keeps changing, my KRAs keep changing every few months depending on my boss's mood. Hence, she never gave me anything specific in writing as far as deliverables are concerned even though I had requested it.
7. And finally today, since I pointed out all these flaws, she is putting me on a PIP. Can you imagine?
What should I tell her... please guide.
She has this reputation of being a loner and has not been able to retain any of her team members for more than 2 years until now. She has a problem with everybody's style of working, and none of her team members want to work with her again. She has this habit of exaggerating a mistake and making a mountain out of a molehill, insults team members a lot, and uses very bad language.
What should I tell her regarding the PIP... please guide.
From India, Mumbai
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1. I received my increment one month late last year, and there was absolutely no intimation from my boss as to why it was delayed by a month. She would definitely not tolerate if deliverables are delayed by a month without any communication regarding the reason for the delay. Then how can she do that for my increment?
2. There was absolutely no explanation given regarding how my bonus amount was arrived at. You are not giving charity to a beggar, right? My bonus is my hard-earned money.
3. After the completion of the 3-month probation period, there was no verbal/written communication regarding confirmation.
4. The procedure for applying for leave keeps changing every few months depending on my boss's mood. Sometimes she asks for a 2-week prior intimation, sometimes three, sometimes four weeks.
5. When I joined the company, after 1.5 months, I came to know that there is a 3-month probation period from colleagues since my boss had forgotten to inform me about it. She never forgets me when there is work to be done?
6. Just like the leave protocol keeps changing, my KRAs keep changing every few months depending on my boss's mood. Hence, she never gave me anything specific in writing as far as deliverables are concerned even though I had requested it.
7. And finally today, since I pointed out all these flaws, she is putting me on a PIP. Can you imagine?
What should I tell her... please guide.
She has this reputation of being a loner and has not been able to retain any of her team members for more than 2 years until now. She has a problem with everybody's style of working, and none of her team members want to work with her again. She has this habit of exaggerating a mistake and making a mountain out of a molehill, insults team members a lot, and uses very bad language.
What should I tell her regarding the PIP... please guide.
From India, Mumbai
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Dear seniors...pls reply...sincerely need your help & suggestions on this issue above....when my KRA’s were never formally communicated to me, how can you have a PIP ?
From India, Mumbai
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From India, Mumbai
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Dear imrqur,
As mentioned in my second post, flightiness has no place in running a company. The basic tenet of leadership is consistency. If a leader fails in this aspect, then everything can go topsy-turvy.
At this point, I would suggest that you begin searching for a new job. How long are you willing to endure being on the receiving end if the leader "blows hot and cold"? Your departure could put an end to this situation!
Thanks,
Dinesh Divekar
From India, Bangalore
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As mentioned in my second post, flightiness has no place in running a company. The basic tenet of leadership is consistency. If a leader fails in this aspect, then everything can go topsy-turvy.
At this point, I would suggest that you begin searching for a new job. How long are you willing to endure being on the receiving end if the leader "blows hot and cold"? Your departure could put an end to this situation!
Thanks,
Dinesh Divekar
From India, Bangalore
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Performance Improvement Plan.doc