I am doing my MBA summer internship on performance management and appraisal of associates. I want to give a useful output to the organization. This organization already has a goal sheet for each of its employees and reviews the same for appraisal. Though I have prepared the synopsis and my mentor has approved it as well, I request you to kindly suggest some innovative and useful ideas that I can implement within a span of 2 months.
From India, Delhi
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1From India, Delhi
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Hello, check out modern methods and challenges in Performance Management. Another idea could focus on areas such as:
1. Succession planning
2. Career appraisals
3. Talent Management vs. Performance Management
Regards.
From India, Bangalore
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1. Succession planning
2. Career appraisals
3. Talent Management vs. Performance Management
Regards.
From India, Bangalore
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forget to mention that I am working upon the PMS & Appraisal of associates which is been carried out for the first time in the organization. If something in the same reference can be suggested.
From India, Delhi
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From India, Delhi
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Perhaps you could find out how the organization answers the following five questions.
1. How is talent defined?
2. How is talent measured?
3. How is a candidate's talent measured?
4. How is the talent required by a job measured?
5. How is a candidate's talent compared to the talent demanded by the job?
Everyone wants to hire for talent, but if we can't answer the five questions above with specificity, we can't hire for talent.
From United States, Chelsea
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1. How is talent defined?
2. How is talent measured?
3. How is a candidate's talent measured?
4. How is the talent required by a job measured?
5. How is a candidate's talent compared to the talent demanded by the job?
Everyone wants to hire for talent, but if we can't answer the five questions above with specificity, we can't hire for talent.
From United States, Chelsea
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Challenges of Performance Appraisals
While using performance appraisals is a useful tool, it does have some problems.
• In and of itself, performance appraisals and any associated monetary gain do not actually encourage performance excellence. The feedback and consequences occur far too long after the desired behaviors and habits are supposed to occur (usually six months).
• It is best when trying to determine who should be given greater responsibility.
• Performance appraisals often measure normative behavior, that is, behavior the person is supposed to be doing anyway, rather than encouraging excellence.
• Performance appraisals, unless the actual interview is truly a give-and-take interview, do not do a good job of identifying factors that are interfering with a person's performance.
Suggestions for Improvement
In terms of points 1-3, may I suggest thinking in terms of a model that links behaviors to strategies and missions, such as Hoshin Kanri (see attached).
May I suggest using a process called the nominal group technique to ask the employees themselves what interferes with their striving for excellence and what helps them in their striving for excellence (see attached).
From United States, Stockbridge
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While using performance appraisals is a useful tool, it does have some problems.
• In and of itself, performance appraisals and any associated monetary gain do not actually encourage performance excellence. The feedback and consequences occur far too long after the desired behaviors and habits are supposed to occur (usually six months).
• It is best when trying to determine who should be given greater responsibility.
• Performance appraisals often measure normative behavior, that is, behavior the person is supposed to be doing anyway, rather than encouraging excellence.
• Performance appraisals, unless the actual interview is truly a give-and-take interview, do not do a good job of identifying factors that are interfering with a person's performance.
Suggestions for Improvement
In terms of points 1-3, may I suggest thinking in terms of a model that links behaviors to strategies and missions, such as Hoshin Kanri (see attached).
May I suggest using a process called the nominal group technique to ask the employees themselves what interferes with their striving for excellence and what helps them in their striving for excellence (see attached).
From United States, Stockbridge
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09 Vangonotes HRM - Performance Management and Appraisal.zip
Using Bi-directional Performance Management.doc