Dear Colleagues,
Have written an article based on research and best practices in management. For your comments.
The article can be viewed at
7 elements of effective performance management
And
Http://studiesinhr.blogspot.com
Best Regards
Sandeep
From India, Bangalore
5Have written an article based on research and best practices in management. For your comments.
The article can be viewed at
7 elements of effective performance management
And
Http://studiesinhr.blogspot.com
Best Regards
Sandeep
From India, Bangalore
Hi
A very scholarly and insightful article on a topic of great interest to HR practitioners. The point wise 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 mangement's buy in for effective implementation.
Regards
From India, Mumbai
A very scholarly and insightful article on a topic of great interest to HR practitioners. The point wise 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 mangement's buy in for effective implementation.
Regards
From India, Mumbai
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 catch in the 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 about other functional managers. They continue to commit mistake even after training also.
"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 on the concept of KPI/KRA and how to design the KRA. Yet when I give them exercise on how to develop the KRA, they start faltering. This is true about 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 secondary activity to their job. No, it is not just HR's job but organisation'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 induction training itself.
If you say that your article is based on "research" then how come this part escaped from 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 main post, scroll down to read my comments as well:
https://www.citehr.com/305911-kras-h...-training.html
https://www.citehr.com/286426-kra-sh...ml#post1294358
To bring the clarity on the concept of KPI and KRA, I have uploaded my video on Youtube. You may click the following link to refer it:
https://www.youtube.com/watch?v=NMEjMQzYVSs
All the best!
Dinesh V Divekar
From India, Bangalore
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 catch in the 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 about other functional managers. They continue to commit mistake even after training also.
"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 on the concept of KPI/KRA and how to design the KRA. Yet when I give them exercise on how to develop the KRA, they start faltering. This is true about 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 secondary activity to their job. No, it is not just HR's job but organisation'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 induction training itself.
If you say that your article is based on "research" then how come this part escaped from 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 main post, scroll down to read my comments as well:
https://www.citehr.com/305911-kras-h...-training.html
https://www.citehr.com/286426-kra-sh...ml#post1294358
To bring the clarity on the concept of KPI and KRA, I have uploaded my video on Youtube. You may click the following link to refer it:
https://www.youtube.com/watch?v=NMEjMQzYVSs
All the best!
Dinesh V Divekar
From India, Bangalore
Dear Divakar
I believe the things like setting smart goals and kpi and KRAs are very basic training that is given for 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 his book in the article...he has also explained differences of KRAs and KPIs beautifully.
Best
Sandeep
From India, Bangalore
I believe the things like setting smart goals and kpi and KRAs are very basic training that is given for 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 his book in the article...he has also explained differences of KRAs and KPIs beautifully.
Best
Sandeep
From India, Bangalore
Dear Dr Sandeep Krishnan,
Thank you for posting a very interesting article on Performance Management.
Importance given to Values over Performance is laudable.
The processs followed in many reputed Corporates is very elaborate.
Organizations have a wide choice to choose from Balance Score Card, KRA, KPA etc.
Yet at the end of it there is dissatisfaction, frustration, some resignations
and anguish reflecting in work atleast for couple of months. This is what
I have observed and also as 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 Counselling. My own view is - this is followed
more in breach than in conformity.
To refine the Performance Management is there any process by way of feedback from employees ?
Can you please share your experiences of tackling the post Performance Review hassels.
V.Raghunathan
From India
Thank you for posting a very interesting article on Performance Management.
Importance given to Values over Performance is laudable.
The processs followed in many reputed Corporates is very elaborate.
Organizations have a wide choice to choose from Balance Score Card, KRA, KPA etc.
Yet at the end of it there is dissatisfaction, frustration, some resignations
and anguish reflecting in work atleast for couple of months. This is what
I have observed and also as 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 Counselling. My own view is - this is followed
more in breach than in conformity.
To refine the Performance Management is there any process by way of feedback from employees ?
Can you please share your experiences of tackling the post Performance Review hassels.
V.Raghunathan
From India
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