Dear Cite HR Members, We are revamping the entire HR process, and I have covered most of it, but I got stuck with PMS (Performance Management System). Could any one of you please help me by sharing a sample process document for PMS? I am in urgent need of this, so I request your assistance ASAP.
Thank you.
From India, Tiruchchirappalli
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57Thank you.
From India, Tiruchchirappalli
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This site already contains plenty of material related to PMS/Appraisals, etc. — you may search and use it as per your requirement. However, external professionals can only give you overall information, understanding, and knowledge of the subject. Actual policy formulation and implementation need to be completed by the person in charge in the company. In this regard, provide some specific queries or roadblocks you are facing so that other members may contribute to help you proceed further.
Regards,
Shashank
From India, Pune
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Regards,
Shashank
From India, Pune
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Dear R Mohana Sundaram, as suggested above, in order to correctly guide you through the process, one does need more minute details related to the working structure of the company. However, if you wish to have a broad outline:
Understanding Performance Management vs. Performance Appraisal
Firstly, many tend to use the phrases "performance management" and "performance appraisal" interchangeably. That is the core difference between a well-managed bench of second-line talent and ready talent. Performance Appraisal is done as a post-procedure to evaluate, assess, and inform. Performance management, on the other hand, is about putting in the stepping stones for the people so that they can reach their goals, which will then be evaluated, assessed, and informed. Performance management wins hands down if you wish to better the environment.
Steps to Implement Effective Performance Management
- Start with defining talent requirements, their JD's, and the outcomes required.
- Make SMART (specific, measurable, attainable, realistic, time-bound) goals (remember measurable is key here).
- Then you give a weightage to each goal.
- You will at this point need to define what is the standard that you require for the organization.
- Discuss these with HOD's, line managers, and finalize.
- In a PMS, evaluation is not done only at the end of the year; frequent feedback and discussions are required throughout, and they should be documented.
- Make the form for the evaluation structure, interim meeting formats, and improvement plans.
When you set and communicate clear goals, expectations, and most importantly evaluate and review at frequent intervals with feedback follow-up, the end results are much more visible. Transparency instills confidence and does wonders as a motivation factor too. Performance management is like doing home study throughout the year rather than just for the finals
The forms required will need to be developed with in-house discussions and are very company-specific processes. If you wish to view one, a generic search should help.
Hope this helps.
Warm Regards,
Deena Jagasia
References - Peter Drucker; George T. Duran
From India, Mumbai
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Understanding Performance Management vs. Performance Appraisal
Firstly, many tend to use the phrases "performance management" and "performance appraisal" interchangeably. That is the core difference between a well-managed bench of second-line talent and ready talent. Performance Appraisal is done as a post-procedure to evaluate, assess, and inform. Performance management, on the other hand, is about putting in the stepping stones for the people so that they can reach their goals, which will then be evaluated, assessed, and informed. Performance management wins hands down if you wish to better the environment.
Steps to Implement Effective Performance Management
- Start with defining talent requirements, their JD's, and the outcomes required.
- Make SMART (specific, measurable, attainable, realistic, time-bound) goals (remember measurable is key here).
- Then you give a weightage to each goal.
- You will at this point need to define what is the standard that you require for the organization.
- Discuss these with HOD's, line managers, and finalize.
- In a PMS, evaluation is not done only at the end of the year; frequent feedback and discussions are required throughout, and they should be documented.
- Make the form for the evaluation structure, interim meeting formats, and improvement plans.
When you set and communicate clear goals, expectations, and most importantly evaluate and review at frequent intervals with feedback follow-up, the end results are much more visible. Transparency instills confidence and does wonders as a motivation factor too. Performance management is like doing home study throughout the year rather than just for the finals
The forms required will need to be developed with in-house discussions and are very company-specific processes. If you wish to view one, a generic search should help.
Hope this helps.
Warm Regards,
Deena Jagasia
References - Peter Drucker; George T. Duran
From India, Mumbai
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I have attached a PowerPoint presentation that I gave to academics and students a few years ago. I hope it helps you appreciate the amount of work involved in setting up a PMS and also gives you basic ideas.
Regards.
From United Kingdom
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Regards.
From United Kingdom
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Unfortunately, in India, PMS is more understood and practiced in the form of Performance Appraisal only for increments and financial rewards. However, its objectiveness and effectiveness have been an issue as it is not necessarily linked with the organization's overall strategy and other three elements of performance planning, monitoring, and measurement. PMS is a strategic initiative and not just implementing a few systems and procedures.
From United States, Powell
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From United States, Powell
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I am very much impressed with some of the suggestions. I myself am looking after the performance management systems. First of all, you need to select a method to assess the performance of the employees. Depending on the technique, nature of business, and number of employees, you will be able to strategize timeframes to develop the whole system.
Using MBOs for Performance Assessment
If you are using MBOs for performance assessment, then you conduct performance reviews quarterly, semi-annually, or annually.
KPI-Based Performance Management Systems
If you are using KPI-based performance management systems, you will need to develop performance measures for every department, line, and subordinates while keeping the holistic goal of the organization in mind. You need to have an authentic support document from which you will receive feedback on performance every month.
You will also need to quantify your measures and design calculation steps to measure them in terms of percentages or numbers.
Communicating and Executing the System
After the whole development activity, you need to communicate how this system will work and execute it.
Now, every month you will receive those numbers as identified in the indicators from every line manager and HoDs. This will help you assess their performance against the measures you have developed, which will later assist you in identifying their competencies, areas of strength, and weaknesses. Keeping this in mind, you can devise a training plan for them and process rewards, recognition, promotion, termination, etc.
From United States, Saint Petersburg
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Using MBOs for Performance Assessment
If you are using MBOs for performance assessment, then you conduct performance reviews quarterly, semi-annually, or annually.
KPI-Based Performance Management Systems
If you are using KPI-based performance management systems, you will need to develop performance measures for every department, line, and subordinates while keeping the holistic goal of the organization in mind. You need to have an authentic support document from which you will receive feedback on performance every month.
You will also need to quantify your measures and design calculation steps to measure them in terms of percentages or numbers.
Communicating and Executing the System
After the whole development activity, you need to communicate how this system will work and execute it.
Now, every month you will receive those numbers as identified in the indicators from every line manager and HoDs. This will help you assess their performance against the measures you have developed, which will later assist you in identifying their competencies, areas of strength, and weaknesses. Keeping this in mind, you can devise a training plan for them and process rewards, recognition, promotion, termination, etc.
From United States, Saint Petersburg
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I apologize for not turning up. Actually, I was asking for just a sample process document to endorse our own in it. I have already revamped the entire PMS. When I was about to present it to the leadership team, they wanted it to be a process document ("PM Process document"). Based on the suggestions and websites referred here, I got a point and built our own process document. Thank you so much for your assistance.
Note: This is to let you know that if I am in the HR field, it's only because of the CiteHR community where I am learning many new things pertaining to HR on a daily basis and trying my best to contribute a drop in the ocean from my side as well.
Regards
From India, Tiruchchirappalli
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Note: This is to let you know that if I am in the HR field, it's only because of the CiteHR community where I am learning many new things pertaining to HR on a daily basis and trying my best to contribute a drop in the ocean from my side as well.
Regards
From India, Tiruchchirappalli
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Performance Management Process - Power Point Presentation.pp t