I am doing my MBA summer internship on performance management and appraisal of associates. I want to give an useful output to the organization. This organization already has goal sheet for each of its employees and review the same for appraisal. Though I have prepared the synopsis & my mentor has approved it as well. But I request to kindly suggest me some innovative idea & useful that I can do within a span of 2 months.
From India, Delhi
1From India, Delhi
Hello,
Check out for Modern methods and challenges before Performance Management.
Another could be on areas like,
1. Succession planning
2. Career appraisal's
3. Talent Management VS Performance Management
From India, Bangalore
Check out for Modern methods and challenges before Performance Management.
Another could be on areas like,
1. Succession planning
2. Career appraisal's
3. Talent Management VS Performance Management
From India, Bangalore
forget to mention that I am working upon the PMS & Appraisal of associates which is been carried out for the first time in the organization. If something in the same reference can be suggested.
From India, Delhi
From India, Delhi
Perhaps you could find out how the organization answers the following five questions.
1. How is talent defined?
2. How is talent measured?
3. How is a candidate’s talent measured?
4. How is the talent required by a job measured?
5. How is a candidate’s talent compared to the talent demanded by the job?
Everyone wants to hire for talent but if we can't answer the five questions above with specificity, we can't hire for talent.
From United States, Chelsea
1. How is talent defined?
2. How is talent measured?
3. How is a candidate’s talent measured?
4. How is the talent required by a job measured?
5. How is a candidate’s talent compared to the talent demanded by the job?
Everyone wants to hire for talent but if we can't answer the five questions above with specificity, we can't hire for talent.
From United States, Chelsea
While using performance appraisals is a useful tool, it does have some problems.
1. In and of itself PA's and any associated monetary gain do not actually encourage performance excellence. The feedback and consequences occur far too long after the desired behaviors and habits are supposed to occur (usually six months).
2. It is best when trying to determine who one should be given greater responsibility.
3. PA's often measure normative behavior, that is, behavior the person is supposed to be doing anyway, rather than encouraging excellence.
4. PA's, unless the actual PA interview is truly a give and take interview do not do a good job of identifying factors that are interfering with a person's performance.
In terms of 1-3 may I suggest thinking in terms of a model that links behaviors to strategies and missions, such as Hoshin Kanri. (see attached)
May I suggest using a process called nominal group technique to ask the employees themselves what interferes with their striving for excellence and what helps them in their striving for excellence. (see attached)
From United States, Stockbridge
1. In and of itself PA's and any associated monetary gain do not actually encourage performance excellence. The feedback and consequences occur far too long after the desired behaviors and habits are supposed to occur (usually six months).
2. It is best when trying to determine who one should be given greater responsibility.
3. PA's often measure normative behavior, that is, behavior the person is supposed to be doing anyway, rather than encouraging excellence.
4. PA's, unless the actual PA interview is truly a give and take interview do not do a good job of identifying factors that are interfering with a person's performance.
In terms of 1-3 may I suggest thinking in terms of a model that links behaviors to strategies and missions, such as Hoshin Kanri. (see attached)
May I suggest using a process called nominal group technique to ask the employees themselves what interferes with their striving for excellence and what helps them in their striving for excellence. (see attached)
From United States, Stockbridge
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Backup_of_Train ing Innovations (Brochure) Corporate-Abgd- No Chgs-Revised Aug'08.pdf
Innovations.ppt