Dear Colleagues,
I have written an article based on research and best practices in management. I would appreciate your comments.
The article can be viewed at [7 Elements of Effective Performance Management](http://www.scribd.com/doc/147611372/7-elements-of-effective-performance-management) and [Studies in HR](http://studiesinhr.blogspot.com).
Best Regards,
Sandeep
From India, Bangalore
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5I have written an article based on research and best practices in management. I would appreciate your comments.
The article can be viewed at [7 Elements of Effective Performance Management](http://www.scribd.com/doc/147611372/7-elements-of-effective-performance-management) and [Studies in HR](http://studiesinhr.blogspot.com).
Best Regards,
Sandeep
From India, Bangalore
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Hi,
A very scholarly and insightful article on a topic of great interest to HR practitioners. The pointwise elucidation of the essence of each of the 7 elements of effective performance management makes it relatively easy reading. The challenge for HR, particularly in family-run and medium-scale organizations, is getting management's buy-in for effective implementation.
Regards
From India, Mumbai
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A very scholarly and insightful article on a topic of great interest to HR practitioners. The pointwise elucidation of the essence of each of the 7 elements of effective performance management makes it relatively easy reading. The challenge for HR, particularly in family-run and medium-scale organizations, is getting management's buy-in for effective implementation.
Regards
From India, Mumbai
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Dear Sandeep,
This is in addition to what Jacob has said.
This seven-step process is fine and it should work well as well. However, there lies a catch in step No. 1 itself. The biggest challenge is how to set the SMART goals. While HR understands these concepts of PMS, it is not necessarily the same for other functional managers. They continue to make mistakes even after training.
"Ability to SMART Goals" is, in itself, a competency. When this competency is not developed, it kills the very spirit of PMS. I have conducted training on PMS several times. I almost reserve 2-3 hours for the concept of KPI/KRA and how to design the KRA. Yet when I give them an exercise on how to develop the KRA, they start faltering. This is true for senior managers who were 45+.
The second challenge is Ops managers start thinking that this PMS or KRA is "HR Business" or "HR Activity." They start treating it as a secondary activity to their job. No, it is not just HR's job but the organization's as a whole. This change in attitude is very important.
To overcome the above challenges, it is important to conduct training on "How to Design KRA," "Difference between KPI and KRA," and so on. This training should be part of the induction training itself.
If you say that your article is based on "research," then how come this part escaped your attention that I could not comprehend. This very forum has proof of what I say. Please check the following links to find out how mistakes are made in designing the KRAs. After going through the main post, scroll down to read my comments as well:
https://www.citehr.com/305911-kras-head-hr-behavioural-training.html
https://www.citehr.com/286426-kra-sheet-job-description.html#post1294358
To bring clarity on the concept of KPI and KRA, I have uploaded my video on Youtube. You may click the following link to refer to it:
https://www.youtube.com/watch?v=NMEjMQzYVSs
All the best!
Dinesh V Divekar
From India, Bangalore
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This is in addition to what Jacob has said.
This seven-step process is fine and it should work well as well. However, there lies a catch in step No. 1 itself. The biggest challenge is how to set the SMART goals. While HR understands these concepts of PMS, it is not necessarily the same for other functional managers. They continue to make mistakes even after training.
"Ability to SMART Goals" is, in itself, a competency. When this competency is not developed, it kills the very spirit of PMS. I have conducted training on PMS several times. I almost reserve 2-3 hours for the concept of KPI/KRA and how to design the KRA. Yet when I give them an exercise on how to develop the KRA, they start faltering. This is true for senior managers who were 45+.
The second challenge is Ops managers start thinking that this PMS or KRA is "HR Business" or "HR Activity." They start treating it as a secondary activity to their job. No, it is not just HR's job but the organization's as a whole. This change in attitude is very important.
To overcome the above challenges, it is important to conduct training on "How to Design KRA," "Difference between KPI and KRA," and so on. This training should be part of the induction training itself.
If you say that your article is based on "research," then how come this part escaped your attention that I could not comprehend. This very forum has proof of what I say. Please check the following links to find out how mistakes are made in designing the KRAs. After going through the main post, scroll down to read my comments as well:
https://www.citehr.com/305911-kras-head-hr-behavioural-training.html
https://www.citehr.com/286426-kra-sheet-job-description.html#post1294358
To bring clarity on the concept of KPI and KRA, I have uploaded my video on Youtube. You may click the following link to refer to it:
https://www.youtube.com/watch?v=NMEjMQzYVSs
All the best!
Dinesh V Divekar
From India, Bangalore
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Dear Divakar,
I believe that setting smart goals, KPIs, and KRAs are very basic training that is given to first-line managers. Since you are an expert in the field, I would strongly suggest you read the book by Dick Grote, considered a guru in this field. I have referred to his book in the article, where he beautifully explains the differences between KRAs and KPIs.
Best,
Sandeep
From India, Bangalore
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I believe that setting smart goals, KPIs, and KRAs are very basic training that is given to first-line managers. Since you are an expert in the field, I would strongly suggest you read the book by Dick Grote, considered a guru in this field. I have referred to his book in the article, where he beautifully explains the differences between KRAs and KPIs.
Best,
Sandeep
From India, Bangalore
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Dear Dr. Sandeep Krishnan,
Thank you for posting a very interesting article on Performance Management. The importance given to values over performance is laudable. The process followed in many reputed corporates is very elaborate. Organizations have a wide choice to choose from Balanced Scorecard, KRA, KPA, etc. Yet, at the end of it, there is dissatisfaction, frustration, some resignations, and anguish reflecting in work, at least for a couple of months. This is what I have observed and also shared with many friends across organizations.
One of the most difficult tasks for a manager is to reveal the performance result and the subsequent pay rise. Some organizations have a policy of counseling. My own view is that this is followed more in breach than in conformity. To refine the Performance Management process, is there any way to gather feedback from employees? Can you please share your experiences of tackling the post-Performance Review hassles?
V. Raghunathan
From India
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Thank you for posting a very interesting article on Performance Management. The importance given to values over performance is laudable. The process followed in many reputed corporates is very elaborate. Organizations have a wide choice to choose from Balanced Scorecard, KRA, KPA, etc. Yet, at the end of it, there is dissatisfaction, frustration, some resignations, and anguish reflecting in work, at least for a couple of months. This is what I have observed and also shared with many friends across organizations.
One of the most difficult tasks for a manager is to reveal the performance result and the subsequent pay rise. Some organizations have a policy of counseling. My own view is that this is followed more in breach than in conformity. To refine the Performance Management process, is there any way to gather feedback from employees? Can you please share your experiences of tackling the post-Performance Review hassles?
V. Raghunathan
From India
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