Corrected Text: Dear Friends,
This is my second post for CiteHR, and I have touched upon one of the most important topics of our times, 'Performance Management.' Heightened competition and squeezed margins are driving companies to manage and improve performance. The average Indian worker, whether blue or white collar, is so accustomed to periodic increments and promotions that a performance-linked benefits policy will hit them like a tsunami. No wonder there will be huge resistance and dilution of the performance management purpose. An implementation approach that I have used in consulting and implementation assignments is shared through this article to facilitate the rollout of PMS. It works well with any other implementation methodology used for specific performance management frameworks such as the balanced scorecard. I would be happy to receive your comments and feedback. I also look forward to addressing your queries.
Thanking you,
N. Balajhi
From India, New Delhi
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7This is my second post for CiteHR, and I have touched upon one of the most important topics of our times, 'Performance Management.' Heightened competition and squeezed margins are driving companies to manage and improve performance. The average Indian worker, whether blue or white collar, is so accustomed to periodic increments and promotions that a performance-linked benefits policy will hit them like a tsunami. No wonder there will be huge resistance and dilution of the performance management purpose. An implementation approach that I have used in consulting and implementation assignments is shared through this article to facilitate the rollout of PMS. It works well with any other implementation methodology used for specific performance management frameworks such as the balanced scorecard. I would be happy to receive your comments and feedback. I also look forward to addressing your queries.
Thanking you,
N. Balajhi
From India, New Delhi
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Using Bi-directional Performance Management.doc
Performance Management GUIDEBOOK.zip