hi, i am a student in hr. i wish to know about the performance development systems (PDS) practised in electronic product distribution company.the company provides for all round development of employees by providing opportunities for job rotation and training. in this context i would like to know how an employee's performance can be enhanced through PDS.
sinju sankar
sinju sankar
hai to all, i am a student of MHRM Andhra University,seeking u all a help for the guide lines for my project topic TECHNICS OF THE PERFORMANCE APPRAISAL tanq
Hi!
My site, HR-TOOLS, <http://finance.groups.yahoo.com/group/hr-tools>
helps people learn how to develop or use various HR TOOLS, including Performance Appraisal & Management Systems.
This site, however, has been converted into an exclusive group with a very modest membership fee and annual due effective December 01, 2004.
Should you wish to learn, just join us there.
Best wishes.
Ed Llarena, Jr.
Managing Partner
Emilla Consulting
From Philippines, Parañaque
89My site, HR-TOOLS, <http://finance.groups.yahoo.com/group/hr-tools>
helps people learn how to develop or use various HR TOOLS, including Performance Appraisal & Management Systems.
This site, however, has been converted into an exclusive group with a very modest membership fee and annual due effective December 01, 2004.
Should you wish to learn, just join us there.
Best wishes.
Ed Llarena, Jr.
Managing Partner
Emilla Consulting
From Philippines, Parañaque
PERFORMANCE MANAGEMENT
The PERFORMANCE MANAGEMENT is a cyclic management
process , consisting of
-planning performance
-appraising performance
-managing performance
-reviewing performance
-rewarding performance
-developing performance
and this is a continuous process.
PERFORMANCE MANAGEMENT is a development process
which includes
-pay for performance
-incentives
-bonus payments
-recognition awards
-promotions
-job enrichments
-further training
-eduction courses attendance
-special coaching.
regards
LEO LINGHAM
From India, Mumbai
The PERFORMANCE MANAGEMENT is a cyclic management
process , consisting of
-planning performance
-appraising performance
-managing performance
-reviewing performance
-rewarding performance
-developing performance
and this is a continuous process.
PERFORMANCE MANAGEMENT is a development process
which includes
-pay for performance
-incentives
-bonus payments
-recognition awards
-promotions
-job enrichments
-further training
-eduction courses attendance
-special coaching.
regards
LEO LINGHAM
From India, Mumbai
Try this - I think it would be the same link
http://finance.groups.yahoo.com/group/hrtools/
From United States, Saint Louis
http://finance.groups.yahoo.com/group/hrtools/
From United States, Saint Louis
Hi
Can anyone please tell me what are the performance management methods that are used these days in organisations....If any latest ones then please tell, as have to prepare for interviews and these kind of questions are being asked
Thanks!!
neha
From India
Can anyone please tell me what are the performance management methods that are used these days in organisations....If any latest ones then please tell, as have to prepare for interviews and these kind of questions are being asked
Thanks!!
neha
From India
Performance Appraisal for HR Professionals
Introduction and Purpose
Today, on 12th Nov. 2006 as I am sitting in my study-room, a thought just passed through my mind. The thought was that what will happen:
1. If the HR Team is evaluated by the employees of the company (Read: Appraised by those who are directly getting affected by their work?)?
2. If the employees are asked to decide the "percentage increment" and "promotions" for HR Staff?
3. If at the time of appraisal, employees are asked to decide as which HR person is professional and competent enough stay with the company and who need to be shown the exit-door? Or should be sent for training?
By doing so,
1. Will there be any change in the quality of work of HR Person?
2. Will there be any change is the attitude and behaviour of HR Person?
3. Will they be able to concentrate on actual work rather than bullying around?
In my opinion, I think it will help in changing not only the quality of work, attitude and behaviour but also the way in which most of the HR people work. Through out my career I have advocated that my appraisal has to be done by the employees …those who are directly affected by my performance (or non-performance) rather then going for Self-Appraisal or a Appraisal done by my boss (my superior).
You can read the complete article at <link outdated-removed>
Need for such system
1. Marketing department is appraised by revenue generated by them (Number of Unit Sold)
2. Production department is evaluated by number of units produced and the quality of each unit (Number of units returned)
3. Efficiency of a Customer Service Department can by known by the number of customers retained by them and number of customers lost.
4. IT professionals are judged by the number of projects handled by them, time they have taken to complete each module and of course the quality (which, is judged by clients)
5. The efficiency of a lawyer is known by the number of cases won by him.
6. The market value of a Movie Actor can be evaluated by number of hits or flops of his movies and revenue generated by each of his movie.
7. Players of any game are judged by number of matches won by them. (In India, success rate in the fiekd also decides the endorsement assignments for these players)
8. The efficiency of a teacher can be known by the number of students passed or failed in his or her subject.
9. Even politicians (whether they like or not) at least once in five years (in India) they are appraised by public and need to get elected by public votes.
So, how HR Department, which is a “Service Center” for “internal customer” (read as employees) can run away with just Self-Appraisal or one-to-one appraisal done by their bosses (or superiors)?
Readers may think that such practice of “appraisal by employees” is impossible or is difficult to administer. For some it might look funny. But, it is possible and not “so difficult” to handle.
Proposed Process and Step-by-step Path
To start with we can divide companies into following categories
1) Small Companies (with less than 500 employees)
2) Mid-Size Companies (more than 500 employees but less than 2000 employees)
3) Large size Companies (more than 2000 employees but less than 10,000 employees)
4) Mega-large Companies (more than 10,000 employees)
It is understood that all mid-size, large-size and mega-large companies are also multi-national, multi-location and multi-central organizations and each center or location they don’t have more than 500-700 employees. Ideally speaking each center is managed by one HR-Manager (Call by any name, HR-Head or General Manager or just Manager) along with a team of 5-7 HR personnel taking care of various functions of HR (HR-Operations, Employee Relations, Recruitment, Training and Development etc etc).
Step-1: Prepare an Appraisal form (or format or questionnaire) based on the role of the HR person handling particular function…listing the grades, evaluation criteria etc. It should clearly specify that people with so and so rating will get this much of increment and people above X rating will be considered for promotion.
Step-2: Take a random sample based on the size of the employee strength at that particular center. Ideally speaking there should be one representative for a group of 10 employees.
Step-3: Collect the filled appraisal forms. Tabulate the data and analyze the same by using simple statistical tools.
So, here you are, with the end result and this will decide as who will stay in the company and who will move out. Who need training? Who will get increment and promotions?
You can read the complete article at <link outdated-removed>
Involving more people in Appraisal Process
Not only employees but your team-members should also appraise you, because your performance (or non-performance) also affects the productivity of these functions. For example; the work done by HR-Operations team directly affects the work of Employee Relations Team; in a similar manner the data supplied by recruitment team affects the speed and efficiency of HR-Operations Team.
We can give different weightage for different “evaluation center” and it should we such that it should not dilute the actual purpose.
I propose that the weightage should be as follows:
1) Employees or Clients – 45%
2) Team Member or internal Customers – 25%
3) Self-Appraisal – 10%
4) Appraisal by boss – 20%
Explanation: If total marks are 10, employees can give you marks out-of 4.5; your team members can assign of marks out-of 2.5 and your boss…out of 2.
Evaluation Criteria (Just an Example)
Like our schools and colleges lets keep 35% as passing marks.
So, anybody who is getting less than 3.5 on a scale of 1-10 need to be shown the “Exit Door”.
Person whose score is between 3.6-5.5, need a lot of improvement in his work and hence need to given “Functional Training” and cannot be considered for Increment or promotion.
Anybody who scores between 5.6 – 8.0 can be given increment from 1% - 50% of their salary.
Only those whose score is more than 8 should be considered for promotions.
Conclusion
Such system can bring transparency in the system.
1. It will remove the “favoritism” or “buttering” practice from the system.
2. It will increase the “team-spirit” and “team cohesiveness”.
3. It will increase the “need to learn” and update themselves.
4. It will also increase the quality of work.
5. And last but not least, it will take out (change the psychology of) some HR people from the position, where they consider themselves as GOD and think that they can “make or break” the career (or in large sense, the life) of anybody.
I know that many HR personnel don’t like to have such system. That is the reason why processes like “Balance Score Card” or “360-Degree Appraisal System” has not been implemented by most of the HR-Departments and are just used for study purpose. I understand that majority of HR-Personnel’s are not even aware of various HR-Metrics, which are applicable on HR department.
These are my views and it will be nice to have your comments and feedback on the same. What do you think?
Awaiting your comments and feedback
Regards
Sanjeev Sharma
(E-mail:
; 
)
(Blog: http://sanjeevhimachali.blogspot.com./)
From India, Mumbai
Introduction and Purpose
Today, on 12th Nov. 2006 as I am sitting in my study-room, a thought just passed through my mind. The thought was that what will happen:
1. If the HR Team is evaluated by the employees of the company (Read: Appraised by those who are directly getting affected by their work?)?
2. If the employees are asked to decide the "percentage increment" and "promotions" for HR Staff?
3. If at the time of appraisal, employees are asked to decide as which HR person is professional and competent enough stay with the company and who need to be shown the exit-door? Or should be sent for training?
By doing so,
1. Will there be any change in the quality of work of HR Person?
2. Will there be any change is the attitude and behaviour of HR Person?
3. Will they be able to concentrate on actual work rather than bullying around?
In my opinion, I think it will help in changing not only the quality of work, attitude and behaviour but also the way in which most of the HR people work. Through out my career I have advocated that my appraisal has to be done by the employees …those who are directly affected by my performance (or non-performance) rather then going for Self-Appraisal or a Appraisal done by my boss (my superior).
You can read the complete article at <link outdated-removed>
Need for such system
1. Marketing department is appraised by revenue generated by them (Number of Unit Sold)
2. Production department is evaluated by number of units produced and the quality of each unit (Number of units returned)
3. Efficiency of a Customer Service Department can by known by the number of customers retained by them and number of customers lost.
4. IT professionals are judged by the number of projects handled by them, time they have taken to complete each module and of course the quality (which, is judged by clients)
5. The efficiency of a lawyer is known by the number of cases won by him.
6. The market value of a Movie Actor can be evaluated by number of hits or flops of his movies and revenue generated by each of his movie.
7. Players of any game are judged by number of matches won by them. (In India, success rate in the fiekd also decides the endorsement assignments for these players)
8. The efficiency of a teacher can be known by the number of students passed or failed in his or her subject.
9. Even politicians (whether they like or not) at least once in five years (in India) they are appraised by public and need to get elected by public votes.
So, how HR Department, which is a “Service Center” for “internal customer” (read as employees) can run away with just Self-Appraisal or one-to-one appraisal done by their bosses (or superiors)?
Readers may think that such practice of “appraisal by employees” is impossible or is difficult to administer. For some it might look funny. But, it is possible and not “so difficult” to handle.
Proposed Process and Step-by-step Path
To start with we can divide companies into following categories
1) Small Companies (with less than 500 employees)
2) Mid-Size Companies (more than 500 employees but less than 2000 employees)
3) Large size Companies (more than 2000 employees but less than 10,000 employees)
4) Mega-large Companies (more than 10,000 employees)
It is understood that all mid-size, large-size and mega-large companies are also multi-national, multi-location and multi-central organizations and each center or location they don’t have more than 500-700 employees. Ideally speaking each center is managed by one HR-Manager (Call by any name, HR-Head or General Manager or just Manager) along with a team of 5-7 HR personnel taking care of various functions of HR (HR-Operations, Employee Relations, Recruitment, Training and Development etc etc).
Step-1: Prepare an Appraisal form (or format or questionnaire) based on the role of the HR person handling particular function…listing the grades, evaluation criteria etc. It should clearly specify that people with so and so rating will get this much of increment and people above X rating will be considered for promotion.
Step-2: Take a random sample based on the size of the employee strength at that particular center. Ideally speaking there should be one representative for a group of 10 employees.
Step-3: Collect the filled appraisal forms. Tabulate the data and analyze the same by using simple statistical tools.
So, here you are, with the end result and this will decide as who will stay in the company and who will move out. Who need training? Who will get increment and promotions?
You can read the complete article at <link outdated-removed>
Involving more people in Appraisal Process
Not only employees but your team-members should also appraise you, because your performance (or non-performance) also affects the productivity of these functions. For example; the work done by HR-Operations team directly affects the work of Employee Relations Team; in a similar manner the data supplied by recruitment team affects the speed and efficiency of HR-Operations Team.
We can give different weightage for different “evaluation center” and it should we such that it should not dilute the actual purpose.
I propose that the weightage should be as follows:
1) Employees or Clients – 45%
2) Team Member or internal Customers – 25%
3) Self-Appraisal – 10%
4) Appraisal by boss – 20%
Explanation: If total marks are 10, employees can give you marks out-of 4.5; your team members can assign of marks out-of 2.5 and your boss…out of 2.
Evaluation Criteria (Just an Example)
Like our schools and colleges lets keep 35% as passing marks.
So, anybody who is getting less than 3.5 on a scale of 1-10 need to be shown the “Exit Door”.
Person whose score is between 3.6-5.5, need a lot of improvement in his work and hence need to given “Functional Training” and cannot be considered for Increment or promotion.
Anybody who scores between 5.6 – 8.0 can be given increment from 1% - 50% of their salary.
Only those whose score is more than 8 should be considered for promotions.
Conclusion
Such system can bring transparency in the system.
1. It will remove the “favoritism” or “buttering” practice from the system.
2. It will increase the “team-spirit” and “team cohesiveness”.
3. It will increase the “need to learn” and update themselves.
4. It will also increase the quality of work.
5. And last but not least, it will take out (change the psychology of) some HR people from the position, where they consider themselves as GOD and think that they can “make or break” the career (or in large sense, the life) of anybody.
I know that many HR personnel don’t like to have such system. That is the reason why processes like “Balance Score Card” or “360-Degree Appraisal System” has not been implemented by most of the HR-Departments and are just used for study purpose. I understand that majority of HR-Personnel’s are not even aware of various HR-Metrics, which are applicable on HR department.
These are my views and it will be nice to have your comments and feedback on the same. What do you think?
Awaiting your comments and feedback
Regards
Sanjeev Sharma
(E-mail:
(Blog: http://sanjeevhimachali.blogspot.com./)
From India, Mumbai
Ten Top Performance Management Tips
By Martin Haworth
Talk to Your People Often
By building a great relationship with your people you will bring trust, honesty and information. This gives you a head start in Performance Management of your people.
Build Feedback In
On the job two-way feedback processes gets rid of the nasty surprises that gives Performance Management such a bad name. By building it in as a natural activity, you take the edge away.
Be Honest
By being frank and honest, which the preparation work in building a great relationship has afforded you, both parties treat each other with respect and see each other as working for everyone’s benefit.
Notice Great Performance
When you see good stuff, shout about it! Let people know. Celebrate successes and filter this into formal processes.
Have a System
Performance Management is a process and needs some formality - especially for good personnel practice and record. This need not be complicated, but it needs to be organised and have timescales.
Keep it Simple
But do keep it simple. If you have a relationship with your people that is strong anyway, you already know what they are about. Formal discussions can be friendly and simple, with formality kept to a minimum.
Be Very Positive
Celebrate great performance! Focus on what’s going well. It's about successes and building on strengths, not spending ages on their weaknesses - that serves no-one. Go with the positives!
Achieve Their Needs
Remember that we all have needs that we want fulfilling. By working with your people to create outcomes that will do this, you will strengthen your relationships and channel effort in a constructive direction.
Tackle Discipline
Whilst it often happens, Performance Management is not about managing indiscipline. That has to be managed in a different way. By setting clear standards in your business that everyone understands and signs up to, discipline becomes much, much easier.
Learn from Mistakes
As part of regular on-the-job and informal review, mistakes will come to light; things will go wrong. By using the ‘What went well? And ‘What could you do differently?’ format, the unsatisfactory performance becomes controllable and a positive step.
Try these ten out, maybe not all together, but one at a time. Have fun! There are other benefits apart from just improving the performance of your people - can you spot them?
From India
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Why Improving Performance Management Systems Is So Difficult.doc
Performance Management Vivid Facet Article.pdf