hi all, i’m doin mba n for summer project I need to develop "PERFROMANCE MANAGEMENT SYSTEM" for a company producing invertors, batteries and UPS. plzz help me out as to how to go about :?:
From India, Delhi
From India, Delhi
Hi,
For performance management system, first of all you need to know the system of that company.How are the jobs being done by people there. What is the criteria of target setting. Find out some good sites for appraisal formats . Check the number of people in blue collar and white collar. Is there any system prevalent. If yes then what and how is it being followed. What is the period on which this is done. If you need to develop a system go for check list method in case for blue collar people. you can get information from businessballs.com
From India, New Delhi
For performance management system, first of all you need to know the system of that company.How are the jobs being done by people there. What is the criteria of target setting. Find out some good sites for appraisal formats . Check the number of people in blue collar and white collar. Is there any system prevalent. If yes then what and how is it being followed. What is the period on which this is done. If you need to develop a system go for check list method in case for blue collar people. you can get information from businessballs.com
From India, New Delhi
Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization. Many writers and consultants are using the term “performance management” as a substitution for the traditional appraisal system. I encourage you to think of the term in this broader work system context. A performance management system includes the following actions.
Develop clear job descriptions.
Select appropriate people with an appropriate selection process.
Negotiate requirements and accomplishment-based performance standards, outcomes, and measures.
Provide effective orientation, education, and training.
Provide on-going coaching and feedback.
Conduct quarterly performance development discussions.
Design effective compensation and recognition systems that reward people for their contributions.
Provide promotional/career development opportunities for staff.
Assist with exit interviews to understand WHY valued employees leave the organization.
From India, Khopoli
6Develop clear job descriptions.
Select appropriate people with an appropriate selection process.
Negotiate requirements and accomplishment-based performance standards, outcomes, and measures.
Provide effective orientation, education, and training.
Provide on-going coaching and feedback.
Conduct quarterly performance development discussions.
Design effective compensation and recognition systems that reward people for their contributions.
Provide promotional/career development opportunities for staff.
Assist with exit interviews to understand WHY valued employees leave the organization.
From India, Khopoli
hi ankita thkx for ur reply.it helped. cn u brief a little more bout the check-list method? regards amrita :)
From India, Delhi
From India, Delhi
hi sabita thanks for the ppt. wat i actualy need is help on how to go about on my project.wat methodology to follow.plz help if anyone knows about that. waiting rgrds amrita
From India, Delhi
From India, Delhi
hi Ankita
i am to doing the same thing during my SIP. so my management have given me some idea that how i can i do this .
for e.g. if you want to do the performance measurement of a person in HR doing the selection and recruitment for him if you want to do the performance measurement first set the parameters of that job and then do the rating method and then compare it with standard parameters of that job and then you can decide that where that person stand and how he performs.
sabita
From China
i am to doing the same thing during my SIP. so my management have given me some idea that how i can i do this .
for e.g. if you want to do the performance measurement of a person in HR doing the selection and recruitment for him if you want to do the performance measurement first set the parameters of that job and then do the rating method and then compare it with standard parameters of that job and then you can decide that where that person stand and how he performs.
sabita
From China
Hi, am new to this but here is my input. There are a numebr of key steps that one needs to follow in developing a system:
The first one typically is to conduct an institutional audit that will determine:
1 - The current status of performance management at the relevant organisation i.e. how is performance being managed, what are the tools, whether the organisation has a policy etc. It is also important to identify challenges and other issues in relation to the current processes
2 - Determine the level of readiness of the institution to implement any kind of performance management system i.e. culture, level of maturity of the oragnisation in terms of other systems e.g. strategic planning and HR information systems etc
3 - Determine best practice models based on industry specific research and other variables that you may determine
The next step is to then make recommendations with regards to how you will aproach the process of developing the new system. This may be based on a combination of your uinderstanding of the context of the organisation as well as best practice considerations. The focus should be on improving on current status.
The third step would be to actually go out and desing the new system. This will typically involve review/ development of a new policy, business process reengineering, the development of tools and templates to be used, the development of a system to colelcting and managing performance related data, the development of a framework for the automation of the system (if that is required) and other activities as may be deemed to be necessary. In most cases change management is a critical element of the design phase especially to negate cultural issues
The final step is the implementation of the system. It may actually be advisable that you pilot the system before roll out to the rest of the institution and to ensure buy-in, especially if the organisation has never had any system.
Beyond the implementation, you can make recommendations on monitoring as well as evaluation of the implementation of the system.
The most common methodology being used to develop and implement performance management systems is the Balanced Scorecard. There is a lot of material on the Balanced Scorecard.
I hope this helps!
Regards
Bernard Ngosi
Director
The Value Creation Team
South Africa
The first one typically is to conduct an institutional audit that will determine:
1 - The current status of performance management at the relevant organisation i.e. how is performance being managed, what are the tools, whether the organisation has a policy etc. It is also important to identify challenges and other issues in relation to the current processes
2 - Determine the level of readiness of the institution to implement any kind of performance management system i.e. culture, level of maturity of the oragnisation in terms of other systems e.g. strategic planning and HR information systems etc
3 - Determine best practice models based on industry specific research and other variables that you may determine
The next step is to then make recommendations with regards to how you will aproach the process of developing the new system. This may be based on a combination of your uinderstanding of the context of the organisation as well as best practice considerations. The focus should be on improving on current status.
The third step would be to actually go out and desing the new system. This will typically involve review/ development of a new policy, business process reengineering, the development of tools and templates to be used, the development of a system to colelcting and managing performance related data, the development of a framework for the automation of the system (if that is required) and other activities as may be deemed to be necessary. In most cases change management is a critical element of the design phase especially to negate cultural issues
The final step is the implementation of the system. It may actually be advisable that you pilot the system before roll out to the rest of the institution and to ensure buy-in, especially if the organisation has never had any system.
Beyond the implementation, you can make recommendations on monitoring as well as evaluation of the implementation of the system.
The most common methodology being used to develop and implement performance management systems is the Balanced Scorecard. There is a lot of material on the Balanced Scorecard.
I hope this helps!
Regards
Bernard Ngosi
Director
The Value Creation Team
South Africa
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Performance Management System.doc