Hi Everybody...!
Please read my new blog posting....
A small story to relate to 'PERFORMANCE MANAGEMENT'
Mr.Hotelwalla is a small businessman owning a mini restaurant in a crowded city in India. The restaurant has average business until one day they come across a new hire named 'Makhan'.
Makhan is a school dropout and understands English with his limited education. He is about 20 yrs old when he migrates to the city for better prospects after working in a rural area 'dhaba' (a road side, usually illegal small-time eating joint).
Cutting the story short, Makhan turns out to be their most talented cook with an exclusive hand, who cooks many lip-smacking dishes, one of his specialities being the 'chicken-makhanwalla' which happens to be the top-ordered item in the restaurant such that no other cook is allowed to prepare that dish. The business grows gradually raking a substantial revenue for the owner. The owner is impressed and after a years completion of Makhan's tenure with the restaurant, he gives him a decent raise. Makhan is glad to get and increment in salary, but being an 'eager-to-learn-more' cook he also asks the owner if he could sponsor him for a short craftsmanship course in learning other dishes and specialities served in the city, this in return of being loyal to the restaurant and innovating more dishes. The owner though willing to agree to such a request, postpones the decision and asks Makhan to focus on this new-found success, which has increased current revenues for the business, and promises him that he would look into the request after 6 months. The business continues running good and 6 months hence, the request is forgotten by the owner, and so is Makhan over-burdened with being their most engaged cook that he too forgets to remind the owner. Another year and a half goes by with business being consistent, and the owner giving Makhan his annual salary increments keeping him monetarily satisfied.
All this, until one day a competitor (Mr. Gyan Chatur) knowing the internal operations of the restaurant decides to poach Makhan and offer him a similar job with a fractional salary hike, but with an additional joining bonus, (Mr. Chatur will also sponsor Makhan to complete a 3 week craftsmanhsip course in cookery before he starts with the new job). Makhan is 'overjoyed' only due to the additional perk and accepts the offer.
What happened to Mr.Chatur's business thereafter is something we would all like to rightly presume, and so we will end our story here.....
~
Reflection time. I would like you'll to focus on.... What SHOULD HAVE happened in the 3 years, that Makhan had spent with Mr. Hotelwalla...!
This might be a simple anecdote, but there are still many of us who can relate similar situations of this story to our corporate careers.
My primary reason for writing this article, was to focus on one of the sub-functions under the Human Resource (HR) Function popularly known as 'PERFORMANCE MANAGEMENT' or 'PERFORMANCE MANAGEMENT SYSTEM (PMS)'.
Now ask yourself these question...
1 - Has your organisation (current employer) ever considered PERFORMANCE MANAGEMENT ?
2 - If PERFORMANCE MANAGEMENT has been considered and implemented, has it been taken seriously by the management / employees / Human Resource Division (HRD) specifically?
3 - What has been a chink in the armour (vulnerable area) for firms trying to effectively implement PERFORMANCE MANAGEMENT SYSTEMS (PMS) ?
4 - What is the relation of 'PERFORMANCE APPRAISALS' to the entire PERFORMANCE MANAGEMENT SYSTEM (PMS) ?
5 - Why do employees from a NON-HR function think of PMS as just another fad of the Human Resource Division (HRD) ?
In my next write-up we will look at some of the BOTTLENECKS in implementing PERFORMANCE MANAGEMENT SYSTEM (PMS)...
As published on 'Prodigy Speak'
- A QUICK and INTERESTING read for all corporate employees....
- A MUST read for ALL HR professionals...
Feedback Welcome...
Regards
Lionel
From India, Mumbai
1Please read my new blog posting....
A small story to relate to 'PERFORMANCE MANAGEMENT'
Mr.Hotelwalla is a small businessman owning a mini restaurant in a crowded city in India. The restaurant has average business until one day they come across a new hire named 'Makhan'.
Makhan is a school dropout and understands English with his limited education. He is about 20 yrs old when he migrates to the city for better prospects after working in a rural area 'dhaba' (a road side, usually illegal small-time eating joint).
Cutting the story short, Makhan turns out to be their most talented cook with an exclusive hand, who cooks many lip-smacking dishes, one of his specialities being the 'chicken-makhanwalla' which happens to be the top-ordered item in the restaurant such that no other cook is allowed to prepare that dish. The business grows gradually raking a substantial revenue for the owner. The owner is impressed and after a years completion of Makhan's tenure with the restaurant, he gives him a decent raise. Makhan is glad to get and increment in salary, but being an 'eager-to-learn-more' cook he also asks the owner if he could sponsor him for a short craftsmanship course in learning other dishes and specialities served in the city, this in return of being loyal to the restaurant and innovating more dishes. The owner though willing to agree to such a request, postpones the decision and asks Makhan to focus on this new-found success, which has increased current revenues for the business, and promises him that he would look into the request after 6 months. The business continues running good and 6 months hence, the request is forgotten by the owner, and so is Makhan over-burdened with being their most engaged cook that he too forgets to remind the owner. Another year and a half goes by with business being consistent, and the owner giving Makhan his annual salary increments keeping him monetarily satisfied.
All this, until one day a competitor (Mr. Gyan Chatur) knowing the internal operations of the restaurant decides to poach Makhan and offer him a similar job with a fractional salary hike, but with an additional joining bonus, (Mr. Chatur will also sponsor Makhan to complete a 3 week craftsmanhsip course in cookery before he starts with the new job). Makhan is 'overjoyed' only due to the additional perk and accepts the offer.
What happened to Mr.Chatur's business thereafter is something we would all like to rightly presume, and so we will end our story here.....
~
Reflection time. I would like you'll to focus on.... What SHOULD HAVE happened in the 3 years, that Makhan had spent with Mr. Hotelwalla...!
This might be a simple anecdote, but there are still many of us who can relate similar situations of this story to our corporate careers.
My primary reason for writing this article, was to focus on one of the sub-functions under the Human Resource (HR) Function popularly known as 'PERFORMANCE MANAGEMENT' or 'PERFORMANCE MANAGEMENT SYSTEM (PMS)'.
Now ask yourself these question...
1 - Has your organisation (current employer) ever considered PERFORMANCE MANAGEMENT ?
2 - If PERFORMANCE MANAGEMENT has been considered and implemented, has it been taken seriously by the management / employees / Human Resource Division (HRD) specifically?
3 - What has been a chink in the armour (vulnerable area) for firms trying to effectively implement PERFORMANCE MANAGEMENT SYSTEMS (PMS) ?
4 - What is the relation of 'PERFORMANCE APPRAISALS' to the entire PERFORMANCE MANAGEMENT SYSTEM (PMS) ?
5 - Why do employees from a NON-HR function think of PMS as just another fad of the Human Resource Division (HRD) ?
In my next write-up we will look at some of the BOTTLENECKS in implementing PERFORMANCE MANAGEMENT SYSTEM (PMS)...
As published on 'Prodigy Speak'
- A QUICK and INTERESTING read for all corporate employees....
- A MUST read for ALL HR professionals...
Feedback Welcome...
Regards
Lionel
From India, Mumbai
Dear Lionel, I left a message for you on your profile page . Please do respond to it . Regards, (Cite Contribution)
From India, Mumbai
From India, Mumbai
Thanks People. Thats my 1st self-composed Story cum Case study.
I'm humbled by the few replies I have got, its definitely an encouragement.
Will continue posting healthy articles...
Warm Regards
Lionel
From India, Mumbai
I'm humbled by the few replies I have got, its definitely an encouragement.
Will continue posting healthy articles...
Warm Regards
Lionel
From India, Mumbai
dear lionel
the story u have written was great....
i m a lecturer.... i teach HR
so i just wanted to know in organizations who is the person who appraises is it only immediate supervisor, or the manager of the dept.. or any other person
From India, Bangalore
the story u have written was great....
i m a lecturer.... i teach HR
so i just wanted to know in organizations who is the person who appraises is it only immediate supervisor, or the manager of the dept.. or any other person
From India, Bangalore
Hi Nivedita,
Methods of appraising an employee can vary from company to company.
Commonly as you have asked, most employees get appraised by their immediate manager.
But I believe the transparency is when they have the third person in the entire process, who is Also Known As (aka) 'Reviewer'.
For eg.
Sales Manager >> (Reports to) >> Regional Sales Manager >> (Reports to) >> National Sales Manager
Lets say
Appraisee is : Sales Manager
Appraiser is : Regional Sales Manager
He (Sales Manager) is being appraised either for an Increment or a Promotion.
1 - Sales Manager appraises himself (aka 'Self-Appraisal') and gives himself ratings/grades on his performance on various KRA's (Key Result Areas).
2 - Regional Sales Manager appraises 'Sales Manager' and gives ratings/grades on various KRA's.
3 - The appraisal form is shared with Reviewer "National Sales Manager". If appraisee doesnt agree with appraisers comments, then he should have a chance of explaining to the reviewer why he thinks so...
Hope I have answered your query.
~
360 degree appraisal is also another common method.
Good, but time consuming. (Appraised by 5 different entities)
1 - Your immediate manager
2 - Your peer / team-member (someone at the same designation)
3 - Your junior (If someone reports to You)
4 - External Customer (Someone other than the firms employee who you'll deal with)
5 - Internal Customer (Youself)
~
Regards
Lionel
From India, Mumbai
Methods of appraising an employee can vary from company to company.
Commonly as you have asked, most employees get appraised by their immediate manager.
But I believe the transparency is when they have the third person in the entire process, who is Also Known As (aka) 'Reviewer'.
For eg.
Sales Manager >> (Reports to) >> Regional Sales Manager >> (Reports to) >> National Sales Manager
Lets say
Appraisee is : Sales Manager
Appraiser is : Regional Sales Manager
He (Sales Manager) is being appraised either for an Increment or a Promotion.
1 - Sales Manager appraises himself (aka 'Self-Appraisal') and gives himself ratings/grades on his performance on various KRA's (Key Result Areas).
2 - Regional Sales Manager appraises 'Sales Manager' and gives ratings/grades on various KRA's.
3 - The appraisal form is shared with Reviewer "National Sales Manager". If appraisee doesnt agree with appraisers comments, then he should have a chance of explaining to the reviewer why he thinks so...
Hope I have answered your query.
~
360 degree appraisal is also another common method.
Good, but time consuming. (Appraised by 5 different entities)
1 - Your immediate manager
2 - Your peer / team-member (someone at the same designation)
3 - Your junior (If someone reports to You)
4 - External Customer (Someone other than the firms employee who you'll deal with)
5 - Internal Customer (Youself)
~
Regards
Lionel
From India, Mumbai
Dear Lionel, if someone has to start performance management not only appraisal, from where we can start. pls guide
From India, New Delhi
From India, New Delhi
Hi Sharmaneesu,
Personally, If I had to describe the PROCESS in simple language, it would be as follows...
- Performance Counselling
- Performance Planning
- Performance Appraisal
- Performance Monitoring
Other aspects neccessary to make the PMS process successful would be as follows
- The IMPLEMENTATION aspect of the entire process
- Linking results of the PMS system to rewards (job rotation, job enrichment, promotion, salary hike)
- Knowing the bottlenecks involved in implementing a PMS system
- Ethics in Performance Management
If you are keen in learning in this area, suggested reading would be...
"Performance Management" by Authors (A.S.Kohli and T.Deb)
Hope the above info helps.
Warm Regards
Lionel
From India, Mumbai
Personally, If I had to describe the PROCESS in simple language, it would be as follows...
- Performance Counselling
- Performance Planning
- Performance Appraisal
- Performance Monitoring
Other aspects neccessary to make the PMS process successful would be as follows
- The IMPLEMENTATION aspect of the entire process
- Linking results of the PMS system to rewards (job rotation, job enrichment, promotion, salary hike)
- Knowing the bottlenecks involved in implementing a PMS system
- Ethics in Performance Management
If you are keen in learning in this area, suggested reading would be...
"Performance Management" by Authors (A.S.Kohli and T.Deb)
Hope the above info helps.
Warm Regards
Lionel
From India, Mumbai
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