Dear Esteemed HR Professionals,
I am looking to set up a performance management system in a medical college in Delhi/NCR. I would appreciate if you can provide practical advice on various steps, methodology, PMS tools, timelines, etc., to help me out. Ideally, I would like a mix of 2-3 appraisal tools such as forced ranking, ranking, 360-degree, etc., as I would like to keep it as objective as possible. Also, can you elaborate on it staff-wise for the college? And can it also extend to faculty, or are they generally outside its scope?
Look forward to your replies.
Regards,
Brandon
From India, Calcutta
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4I am looking to set up a performance management system in a medical college in Delhi/NCR. I would appreciate if you can provide practical advice on various steps, methodology, PMS tools, timelines, etc., to help me out. Ideally, I would like a mix of 2-3 appraisal tools such as forced ranking, ranking, 360-degree, etc., as I would like to keep it as objective as possible. Also, can you elaborate on it staff-wise for the college? And can it also extend to faculty, or are they generally outside its scope?
Look forward to your replies.
Regards,
Brandon
From India, Calcutta
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Kindly refer to documents used at other places such as the one found at https://www.ebsglobal.net/EBS/media/...rse-Taster.pdf and formulate one of your own based on your situation. For example, your medical school may not be research-oriented.
The above link was found at https://www.google.co.uk/search?q=me...p;amp;ie=UTF-8
From United Kingdom
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The above link was found at https://www.google.co.uk/search?q=me...p;amp;ie=UTF-8
From United Kingdom
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Dear Brandon,
My comments on your post are as follows:
a) Please note that Performance Appraisal (PA) is different from Performance Management System (PMS). First, you need to understand the difference.
b) What kind of PA is done presently? You cannot leapfrog to 360-degree appraisal. This type of appraisal requires a lot of organizational maturity; therefore, it is too risky a business.
c) More importantly, PMS is for measuring the organizational performance and not just individual performance. The former takes precedence over the latter.
If you wish to know more about KPIs, KRAs, and the essence of PMS, you may check my following reply: https://www.citehr.com/511936-performance-appraisal-looking-job.html#post2190995
Overall, the questions you have asked indicate that you may need to hire an external consultant. I provide consulting services to establish a comprehensive PMS. Feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
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My comments on your post are as follows:
a) Please note that Performance Appraisal (PA) is different from Performance Management System (PMS). First, you need to understand the difference.
b) What kind of PA is done presently? You cannot leapfrog to 360-degree appraisal. This type of appraisal requires a lot of organizational maturity; therefore, it is too risky a business.
c) More importantly, PMS is for measuring the organizational performance and not just individual performance. The former takes precedence over the latter.
If you wish to know more about KPIs, KRAs, and the essence of PMS, you may check my following reply: https://www.citehr.com/511936-performance-appraisal-looking-job.html#post2190995
Overall, the questions you have asked indicate that you may need to hire an external consultant. I provide consulting services to establish a comprehensive PMS. Feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear Mr. Diwekar,
Thank you for your message. However, at the moment, my company is not looking to hire an external consultant immediately. I did mean setting up a 'Performance Management System' in the medical college, which is also a research institute.
I am aware of the difference between the two and was looking to establish a comprehensive PMS in my company, with appraisals being only a part of the overall system. Once I have structured the PMS, we could consider engaging external consultants.
Regards,
Brandon
From India, Calcutta
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Thank you for your message. However, at the moment, my company is not looking to hire an external consultant immediately. I did mean setting up a 'Performance Management System' in the medical college, which is also a research institute.
I am aware of the difference between the two and was looking to establish a comprehensive PMS in my company, with appraisals being only a part of the overall system. Once I have structured the PMS, we could consider engaging external consultants.
Regards,
Brandon
From India, Calcutta
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Dear Brandon,
Whether you hire an external consultant or not, the focus of PMS is on the following points:
a) Whether certain vital business costs are measured or not.
b) Whether capacity utilization of the assets is measured or if precious working capital is sunk into depreciated assets.
c) Do you measure what deserves to be measured?
d) Are you rewarding people at the expense of the organization?
e) Are you able to connect PMS with the balance sheet of the company?
You need to devise measures based on the above parameters. This is where the challenge of being in HR lies. Certain organizational or operational aspects never reach the doorstep of HR. Therefore, their focus becomes people-centric rather than organization-centric, spelling doom for the organization.
Let me give you an example. One public limited company's ratio of inventory against sales was rising continuously for years. Though this was a perfect evidence of a decrease in operational efficiency, HR never took cognizance of it. This is where an external consultant comes into the picture.
Thanks,
Dinesh Divekar
From India, Bangalore
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Whether you hire an external consultant or not, the focus of PMS is on the following points:
a) Whether certain vital business costs are measured or not.
b) Whether capacity utilization of the assets is measured or if precious working capital is sunk into depreciated assets.
c) Do you measure what deserves to be measured?
d) Are you rewarding people at the expense of the organization?
e) Are you able to connect PMS with the balance sheet of the company?
You need to devise measures based on the above parameters. This is where the challenge of being in HR lies. Certain organizational or operational aspects never reach the doorstep of HR. Therefore, their focus becomes people-centric rather than organization-centric, spelling doom for the organization.
Let me give you an example. One public limited company's ratio of inventory against sales was rising continuously for years. Though this was a perfect evidence of a decrease in operational efficiency, HR never took cognizance of it. This is where an external consultant comes into the picture.
Thanks,
Dinesh Divekar
From India, Bangalore
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