How do you judge the performance of a Research and Development employee?
We have to design a new performance analysis scheme for our R&D center and thus give them incentives. Actually, there is a lack of clarity on the R&D division, such as how to check employee efficiency or how to conduct manpower need analysis for these employees. Also, how do we motivate Ph.D. holders?
Any answers, please comment. Eagerly awaiting replies and answers.
From India, Pune
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4We have to design a new performance analysis scheme for our R&D center and thus give them incentives. Actually, there is a lack of clarity on the R&D division, such as how to check employee efficiency or how to conduct manpower need analysis for these employees. Also, how do we motivate Ph.D. holders?
Any answers, please comment. Eagerly awaiting replies and answers.
From India, Pune
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Dear Manasi,
It is definitely a sensitive matter because the persons working in R&D are quite different from other departments. So, the evaluation of them should be systematic and logical. I would like to give the following tips:
1. Evaluate individual performance on a project basis. Consider how many tasks they have been assigned and how many they have successfully completed. There may be a possibility that they have not completed a single project. In that case, you should investigate the root of the problem involving the group leader.
2. If the group leader is biased, then evaluate the performance in another way through a different group leader or colleagues.
3. Always consider the employee's past performance because sometimes, due to extraordinary projects, tasks may not be achieved.
4. Motivate employees by giving credit through their seniors from time to time. Additionally, consider offering additional incentives or foreign training tours for a mix of learning and enjoyment.
Regards,
Prashant
From India, Mumbai
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It is definitely a sensitive matter because the persons working in R&D are quite different from other departments. So, the evaluation of them should be systematic and logical. I would like to give the following tips:
1. Evaluate individual performance on a project basis. Consider how many tasks they have been assigned and how many they have successfully completed. There may be a possibility that they have not completed a single project. In that case, you should investigate the root of the problem involving the group leader.
2. If the group leader is biased, then evaluate the performance in another way through a different group leader or colleagues.
3. Always consider the employee's past performance because sometimes, due to extraordinary projects, tasks may not be achieved.
4. Motivate employees by giving credit through their seniors from time to time. Additionally, consider offering additional incentives or foreign training tours for a mix of learning and enjoyment.
Regards,
Prashant
From India, Mumbai
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Hi Mansi,
In an organization, there are different departments performing in various capacities. Out of these, one of the most peculiar is R&D.
What I have learned from my experience is to go for a 360-degree method or scouting. People in the R&D department require attention from the company.
When we talk about R&D people, it is unfair to judge their performance solely based on their ongoing projects. As we all know, sometimes their hard work presents itself in the form of data they have gathered so far. However, there are chances that this might not lead to any conclusion, so a 360-degree approach with a good explanation would suffice. Scouting is generally used for seniors. Since R&D people are somewhat peculiar in nature and require attention from the company, scouting will make sense to them.
As far as motivation is concerned, apply a combination of monetary and non-monetary rewards. They are not like salespeople where only monetary incentives would suffice. Offer them time off, flexible hours to work, and public recognition.
Whenever a project comes to an end, take them completely away from their work. Their reporting manager needs to take care of many things, like giving them a lot of space to work and express themselves. Let them live the way they like, and there's no need to focus on their dressing sense. Offer flexible hours, spend some quality time with them, take them for lunch, dinner, or whatever is feasible.
I hope this will make some sense to you.
Regards,
Swati
One challenging aspect in their case is their retention.
From India, Jodhpur
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In an organization, there are different departments performing in various capacities. Out of these, one of the most peculiar is R&D.
What I have learned from my experience is to go for a 360-degree method or scouting. People in the R&D department require attention from the company.
When we talk about R&D people, it is unfair to judge their performance solely based on their ongoing projects. As we all know, sometimes their hard work presents itself in the form of data they have gathered so far. However, there are chances that this might not lead to any conclusion, so a 360-degree approach with a good explanation would suffice. Scouting is generally used for seniors. Since R&D people are somewhat peculiar in nature and require attention from the company, scouting will make sense to them.
As far as motivation is concerned, apply a combination of monetary and non-monetary rewards. They are not like salespeople where only monetary incentives would suffice. Offer them time off, flexible hours to work, and public recognition.
Whenever a project comes to an end, take them completely away from their work. Their reporting manager needs to take care of many things, like giving them a lot of space to work and express themselves. Let them live the way they like, and there's no need to focus on their dressing sense. Offer flexible hours, spend some quality time with them, take them for lunch, dinner, or whatever is feasible.
I hope this will make some sense to you.
Regards,
Swati
One challenging aspect in their case is their retention.
From India, Jodhpur
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Dear Prashant, Swati, Amit,
I am working in the vaccine manufacturing industry. I would also like to know information regarding the performance evaluation of R&D staff across different levels such as Research Associates, Jr. Scientist, Scientist, Sr. Scientist, Principal Scientist cadres, etc. Can anyone help me in this regard?
Rameshbala
From India, Hyderabad
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I am working in the vaccine manufacturing industry. I would also like to know information regarding the performance evaluation of R&D staff across different levels such as Research Associates, Jr. Scientist, Scientist, Sr. Scientist, Principal Scientist cadres, etc. Can anyone help me in this regard?
Rameshbala
From India, Hyderabad
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Its on my plesaure to serve u. but for that,I too need complete information like KRA for these profiles as well as Job Sepecification for the same. Regards swati
From India, Jodhpur
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From India, Jodhpur
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Manasi,
If you want to motivate R&D professionals who have completed their Ph.D., it is essential to understand that research professionals, especially those with a Ph.D., possess a deep passion for their work. They are scientists who excel in various aspects and are highly intelligent individuals. In many cases, they may not require external motivation as they are inherently driven by their love for research.
As someone who works in an R&D institution myself, I must emphasize the importance of respecting their educational achievements. It is crucial not to underestimate or undervalue their expertise solely based on qualifications. Remember, judging the performance of a researcher with a Ph.D. requires a thorough understanding and expertise in their field.
Therefore, it is essential to approach and engage with these professionals with respect and an appreciation for their dedication and knowledge.
Best regards,
[Your Name]
From India, Pune
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If you want to motivate R&D professionals who have completed their Ph.D., it is essential to understand that research professionals, especially those with a Ph.D., possess a deep passion for their work. They are scientists who excel in various aspects and are highly intelligent individuals. In many cases, they may not require external motivation as they are inherently driven by their love for research.
As someone who works in an R&D institution myself, I must emphasize the importance of respecting their educational achievements. It is crucial not to underestimate or undervalue their expertise solely based on qualifications. Remember, judging the performance of a researcher with a Ph.D. requires a thorough understanding and expertise in their field.
Therefore, it is essential to approach and engage with these professionals with respect and an appreciation for their dedication and knowledge.
Best regards,
[Your Name]
From India, Pune
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No matter what degree and diploma you are holding, at the end of the day, you are a human being. After that, you are an employee, and I hope you know there are a lot of people in the industry who have done a Ph.D., very intelligent people, and choose to be in HR. It actually does not matter if somebody is in HR or a scientist. And I hope you know Maslow's theory of motivation is applicable to all human beings.
Well, I would like to tell you something about my profession. I am an HR professional; nobody is above or below... that's what my profession teaches me. And for your kind information, all the leading brands of the world have a special HR team for their R&D people because we respect and value them, not because they are higher or lower. Well, I personally respect all professions.
Regards,
Swati
From India, Jodhpur
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Well, I would like to tell you something about my profession. I am an HR professional; nobody is above or below... that's what my profession teaches me. And for your kind information, all the leading brands of the world have a special HR team for their R&D people because we respect and value them, not because they are higher or lower. Well, I personally respect all professions.
Regards,
Swati
From India, Jodhpur
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And to your kind information, all the leading brands of the world have special HR teams for their R&D people because we respect and value them, not because they are higher or lower.
Manasi, are you a part of the special team described above?
Swati, have you ever worked with scientists, PhD holders, or researchers? PhD holders and researchers are real professionals and should not be underestimated.
Whether you have a diploma, degree, etc., you are a human being and an employee. What does that mean? Et cetera and so on are not at all applicable in the professional world, okay.
From India, Pune
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Manasi, are you a part of the special team described above?
Swati, have you ever worked with scientists, PhD holders, or researchers? PhD holders and researchers are real professionals and should not be underestimated.
Whether you have a diploma, degree, etc., you are a human being and an employee. What does that mean? Et cetera and so on are not at all applicable in the professional world, okay.
From India, Pune
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Manasi,
I am really interested to know the outcome of this posting. Please tell me in the end how you derived the solution to all your queries. PLEASE, PLEASE DON'T FORGET TO TELL ME HOW YOU GOT THE SOLUTION... OF MOTIVATING RESEARCH, DOING PERF APPRAISAL, AND JUDGING PERF, ETC, ETC, ETC.
From India, Pune
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I am really interested to know the outcome of this posting. Please tell me in the end how you derived the solution to all your queries. PLEASE, PLEASE DON'T FORGET TO TELL ME HOW YOU GOT THE SOLUTION... OF MOTIVATING RESEARCH, DOING PERF APPRAISAL, AND JUDGING PERF, ETC, ETC, ETC.
From India, Pune
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Something good, in fact, the best thing my profession has taught me is... Don't impose your things on the world.
Well, Mansi, I am sorry in case I offended you. I think you are right.
Of course, any day of my life, I cannot compete with a scientist because God has blessed them with some special mental abilities, that's why they are there. And I am not. I actually respect their intelligence.
Regards,
Swati
From India, Jodhpur
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Well, Mansi, I am sorry in case I offended you. I think you are right.
Of course, any day of my life, I cannot compete with a scientist because God has blessed them with some special mental abilities, that's why they are there. And I am not. I actually respect their intelligence.
Regards,
Swati
From India, Jodhpur
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Well, Swati,
Research persons are masters in their field and are deeply involved in their work. Their work consists of long hours, purely driven by their interest.
Though your ideas are effective, I would like to mention again that you can't simply impose any KPIs and KRAs for research persons. Research itself is based on intellectual investigation and aims at discovering, interpreting, and advancing human knowledge on various aspects of the world. Therefore, it is inherently unpredictable and not easily defined.
You cannot force research persons as they are experts in their work and prefer not to be ordered by HR or management personnel. If they challenge the feasibility of your KRA or KPI from a technical standpoint, you may struggle to respond to them.
From India, Pune
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Research persons are masters in their field and are deeply involved in their work. Their work consists of long hours, purely driven by their interest.
Though your ideas are effective, I would like to mention again that you can't simply impose any KPIs and KRAs for research persons. Research itself is based on intellectual investigation and aims at discovering, interpreting, and advancing human knowledge on various aspects of the world. Therefore, it is inherently unpredictable and not easily defined.
You cannot force research persons as they are experts in their work and prefer not to be ordered by HR or management personnel. If they challenge the feasibility of your KRA or KPI from a technical standpoint, you may struggle to respond to them.
From India, Pune
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Hi Manasi,
I agree with some suggestions given by Swati and Amit. Finally, I would like to give some suggestions.
1. You can definitely evaluate Ph.D. candidates, but it should depend on their position. If someone is at a higher level, then let a higher authority evaluate them, such as the VP of HR or the Director of the organization.
2. For others, don't hurt their ego because it is often said that they are a little bit sensitive.
3. Keep your emotional intelligence (EQ) at a high level and always evaluate positively; good outcomes will follow.
All the best.
Regards,
Prashant
From India, Mumbai
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I agree with some suggestions given by Swati and Amit. Finally, I would like to give some suggestions.
1. You can definitely evaluate Ph.D. candidates, but it should depend on their position. If someone is at a higher level, then let a higher authority evaluate them, such as the VP of HR or the Director of the organization.
2. For others, don't hurt their ego because it is often said that they are a little bit sensitive.
3. Keep your emotional intelligence (EQ) at a high level and always evaluate positively; good outcomes will follow.
All the best.
Regards,
Prashant
From India, Mumbai
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