Performance Management

PERFORMANCE MANAGEMENT 12

PerformanceManagement

PerformanceManagement

Inhuman resource management, performance management is an essentialissue, which both managers and employees need to pay attention to inorder for the organizations, to realize their set goals. Performancemanagement involves a communication process between managers andemployees, which occur throughout a set period, to support anorganization achieve its set objectives. However, for an organizationto achieve operative performance management, it requireswell-established performance management systems for it to achieveappraisal in performance and development of its employees. Apart fromsetting of effective performance management systems, HR professionalsrequire to work on improving individual skills and experiences. Thisis because these management systems may fail to add value toindividual skills development, since performance management is ahighly personal issue. Further, the world is changing due toglobalization, which presents new challenges and opportunities to HRprofessionals. Therefore, HR practitioners need to become innovativeto raise their competencies as the world demands today.

PerformanceManagement Process

Theaim of performance management system is to develop employees andraise organizations performance. Therefore, performance managementprocess starts by decision-making, to enable an organization design asystem that suits its needs. One major decision is establishing thepurpose of the system to the organization. However, the system shouldavoid having many objectives as this leads to lack of focus andweight (Pulakos,2004).An organization need not to apply a certain type of system onlybecause its competing firm is applying it. It needs to set up asystem that is in line with the organization’s needs, culture, andthat integrates with other management systems present in other humanresource departments. The system need to hold a relationship betweenthe process of decision-making and development of employees. Anysystem that looks at a single objective like decision-making tends tofocus only on issues like promotions, pay rise, transfers, or otheradministrative works in HR. Additionally, a system that focuses ondevelopment tend to focus on training, mentoring, or in other terms,developmental activities, that help in improving employees’capabilities. Performance management also involves rating of decisionmaking versus development (Pulakos,2004).Decision making rating tend to be lenient as most employees receiveratings on end scale while developmental ratings are variables thattend to reflect on strengths and development requirements ofemployees. During ratings, managers value their employees, makingreward decisions from these ratings. They then perform reviews withall employees to discuss issues like pay increase and individualperformances.

Indeveloping performance management programs, an organization needs tohave a purpose that the established program needs to serve. Theprogram needs to suit all objectives of an organization like culture.The program also need to look at both decision making and developmentof employee for it to engage in decision making development issues ina clear manner.

Evaluationof management systems is also essential. One way of evaluation istracking of the employees’ training. This is to ensure thatperformance management system users have a full training prior toimplementation of the program. Evaluation also involves tracking ofperformance management activities like signing and storing of forms.This evaluation helps an organization in tracking performancemanagement progress for every employee. It also involves managementreview of employees’ ratings that help in developingrank-orderings. Other evaluation ways include monitoring of people’sconsistency to ensure proper compensation and promotion decisionmaking. Finally, reactions from users of the program need to becollected from a feedback channel.

Implementationinvolves ensuring that the program is in line with the other HRsystems present in an organization. This helps in showing what theorganization values, both internally and externally. It also requiresensuring all members support the program, essential for motivatingthem into using it well. Communication is also essential inimplementation process, which involves informing of the members andgathering of feedbacks regarding their preferred features for thesystem. Organization should also focus on automation for it to reduceits paperwork. It also requires a pilot testing, to ensure theprogram works smoothly and efficiently. Finally, both employees andmanagers need training for them to use the program effectively.

NewHR Competency Model

TheNew HR Competency Model consists of six categories. First is credibleactivist, which dictates that HR professionals be credible andactivists. This way they acquire respect and admiration due to theirability to take a position and offer a point of view (Grossman,2007).Second competency is culture and change steward that require HRprofessionals to recognize and help in shaping the culture of acompany. The professionals also need to be strategy architects, forthem to have a vision of the organization’s future. They also needto play active role in ensuring attainment of this vision. HRprofessional also need to be an organizational designer who isconversant with the manner individuals move in and out of anorganization (Grossman,2007).Fifth competency is operational executor whereby a HR professionalhas a capability of managing both people and organizations. A HRprofessional also needs to be a business ally, achievable by beingfamiliar with the social background in which a company operates.

Sample Performance Rating Form

Employee’s Name&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy&shy_ Level: Entry-Level Employee

Manager’s Name___

Key Work Responsibilities Goals Set

1.__ 1._

2.___ 2.__

3. 3.__

Behavioral Assessment of Competencies

Credible Activist

1 2 3 4 5

Below Expectations

Even after guidance, fails to command respect or receive admiration from employees

Also, with all the guidance, cannot stick to their point of view or position.

Meets Expectations

With small guidance learns to make employees respect and admire them

The guidance also help them learn to challenge other peoples assumptions

Role Model

Independently makes employees respect them

Independently learns to stick to their positions and views

Culture and Change Steward

1 2 3 4 5

Below expectations

After guidance, fails to help the organization change its culture for it to have a bright future in the competitive market

Meets expectations

After a little help, they help the organization shape its future by helping it create a sustainable culture

Role Model

Single handedly changes organization culture, maintains it and help the organization attain its future expectations

Organizational Designer

12 3 4 5

Below Expectations

Even after training, fails to connect with organization structure and policies, making organization fail in shaping its works

Meets Expectations

After help, able to see organization capabilities, enabling it shape its work

Role Model

Sees organization’s capability without ones help, shaping how organization works effectively

Strategy Architect

1 2 3 4 5

Below Expectations

Even with professional, fail to create a vision for the organization

Fails to participate actively in establishment of strategies to help achieve the vision

Meets Expectations

After small professional assistant, capable of setting vision and actively participates in setting a strategy to achieve it

Role Model

Capable of setting a valid organization’s vision independently and participates actively in setting a strategy to achieve the vision

Operational Executor

1 2 3 4 5

Below Expectations

Even after guideline, fail in developing skills capable of managing people and organization, failing in credibility provision

Meets Expectations

After guidelines, ensures credibility by being able to manage both people and organization

Role Model

Credible on their own by having excellent aspects of organization and people management

Business Ally

1 2 3 4 5

Below Expectations

Even after training, fails to set goals and objectives that allow organization respond to external shocks

Meets Expectations

After little guidance, learns to set policies that help organization respond shocks

Role Model

Independently helps organization in setting goals and objectives that effectively respond to external conditions

Result Assessment

Accomplishment:_

1 2 3 45

Low Impact

Both operation efficiency and products quality improved minimally

Moderate Impact

Improved a lot in operation effectiveness and product quality

High Impact

Registered tremendous operations effectiveness

Additionally, there was tremendous improvement in terms of product quality

Narrative

Areas for Development

Actions

Completion Date

Manager’s Signature:___ ___

Employee’s Signature:__ ___

Theabove performance rating form will be useful in drawing diverse viewsconcerning each employee’s performance. This is to help in showingactual effectiveness of every individual.

Accordingto Christian worldview, people should knock for doors oropportunities to be opened for them. Similarly, in human resourcedevelopment, one has to work extra hard to meet the high expectationsof global HR professions.

Conclusion

Theabove explanations show that bar on HR professionals have gone up dueto issues like globalization and technology. Therefore, it is crucialfor all HR professionals to engage in extensive research, to ensurethey play their roles effectively by acquiring the new competencies.

References

Grossman,R. J. (2007). New competencies for HR.&nbspHRMagazine,&nbsp52(6),58-62.

Pulakos,E. D. (2004).&nbspPerformancemanagement: A new approach for driving business results.John Wiley &amp Sons.

RBLGroup (2009).&quotHuman resource competencies: Responding to increasedexpectations.