Hi, I need help in collecting data on some important facts or points, which needs to be included in PMS. Regards
From India, Delhi
From India, Delhi
Dear Ankita,
Your post is too short. You could have given few more details like are you student or practicing HR Manager, why you have take up this assignment etc.
Designing the right KPIs is the soul of PMS. For every department, you need to institute primary, secondary and tertiary KPIs. The worst thing is many a times business leaders or HR do not understand difference between KPIs and KRAs. Even if they understand the difference, they are incapable to design the KRAs.
Secondly, concept of PMS should not be restricted to HR Department alone. It is all pervasive across organisation.
Thirdly, concept of PMS should not be restricted to annual performance appraisal or salary increment but it is a major OD initiative that brings culture of measurement in the organisation.
Ok...
Dinesh V Divekar
Beware of false knowledge; it is more dangerous than ignorance.
From India, Bangalore
7883Your post is too short. You could have given few more details like are you student or practicing HR Manager, why you have take up this assignment etc.
Designing the right KPIs is the soul of PMS. For every department, you need to institute primary, secondary and tertiary KPIs. The worst thing is many a times business leaders or HR do not understand difference between KPIs and KRAs. Even if they understand the difference, they are incapable to design the KRAs.
Secondly, concept of PMS should not be restricted to HR Department alone. It is all pervasive across organisation.
Thirdly, concept of PMS should not be restricted to annual performance appraisal or salary increment but it is a major OD initiative that brings culture of measurement in the organisation.
Ok...
Dinesh V Divekar
Beware of false knowledge; it is more dangerous than ignorance.
From India, Bangalore
Hi Dinesh,
Thanks for the response., basically I am looking for important things or points to be considered while implementing PMS in an Organisation.
How we can make PMS different in our co. with others.
Please suggest
Thanks
Ankita
From India, Delhi
Thanks for the response., basically I am looking for important things or points to be considered while implementing PMS in an Organisation.
How we can make PMS different in our co. with others.
Please suggest
Thanks
Ankita
From India, Delhi
Dear Ankita,
Success of PMS depends on three factors viz. maturity of the person who implements it, maturity of your organisation and thirdly support from your leadership.
PMS is not child's play. If not implemented properly it will create more harm than good. Therefore, one who initiates should have sound knowledge. Secondly, is organisation capable to adopt these methods? Have systems and processes been stabilised in your company? Thirdly, is your leadership mature to bring such advance concepts in the organisation? Do they run their administration on their whims and fancies? Do they have clique around them? How culture of the organisation could be described in one sentence (not having more than ten words).
You check the following links to read my replies to previous posts:
https://www.citehr.com/286426-kra-sh...ml#post1294358
#post1771067
https://www.citehr.com/375151-involv...ml#post1724770
https://www.citehr.com/406054-key-pe...ml#post1849394
Ok...
Dinesh V Divekar
Beware of false knowledge; it is more dangerous than ignorance.
From India, Bangalore
Success of PMS depends on three factors viz. maturity of the person who implements it, maturity of your organisation and thirdly support from your leadership.
PMS is not child's play. If not implemented properly it will create more harm than good. Therefore, one who initiates should have sound knowledge. Secondly, is organisation capable to adopt these methods? Have systems and processes been stabilised in your company? Thirdly, is your leadership mature to bring such advance concepts in the organisation? Do they run their administration on their whims and fancies? Do they have clique around them? How culture of the organisation could be described in one sentence (not having more than ten words).
You check the following links to read my replies to previous posts:
https://www.citehr.com/286426-kra-sh...ml#post1294358
#post1771067
https://www.citehr.com/375151-involv...ml#post1724770
https://www.citehr.com/406054-key-pe...ml#post1849394
Ok...
Dinesh V Divekar
Beware of false knowledge; it is more dangerous than ignorance.
From India, Bangalore
Hi!
An organization that plans to implement a Performance Management System (PMS) would need only THREE (3) things, namely:
1. PMS Concept
2. PMS Form
3. PMS Policy
The PMS Concept would refer to the appraisal framework or system that you and your organization would like, and can competently implement. You don't have to re-invent concepts as there are so many good ones available in HR textbooks. Some popular tools are: the BSC (Balance Score Card), the MBO type, and the 360 Degree appraisal systems. Each one has their pros and cons that you have to study well. A good PMS framework must get away from the traditional "one-stage system" where HR distributes the appraisal sheets once a year and wherein the performance factors are alien to the employees. Good systems must incorporate the following critical components: Performance Planning, Performance Review/ Assessment, Performance Conference & Feedback, Improvement Development Planning, & Rewards & Sanctions.
The PMS Form would refer to the questionnaire sheet that will incorporate the various factors that the company would like to assess/ measure among its employees. There are behavioral and qualitative factors, and there are quantitative ones. Behavioral and qualitative factors are difficult to measure and justify. They are the popular sources for complaints because they can be manipulated and abused. Hence, results are generally branded as tainted with bias, favoritism, and/ or discrimination. MBO types are more objective and difficult to manipulate as they include performance plans, targets, and specific timelines. Good PMS forms must be user friendly and easy to accomplish. If possible, it should only be a "one pager" that can be accomplished in a few minutes and in "one-sitting".
The PMS Policy would define the procedures, terms and references, and guidelines of the system adopted. This should be very detailed and clear to avoid administrative problems and possible legal/ labor issues, esp when the outcome/ results will be linked with year-end promotions and/ or financial rewards (bonuses/ increases).
These things are easier said than done. Hence, should you need professional help in the set up of a very good PMS, please let us know. My company can help you.
Best regards.
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
From Philippines, Parañaque
An organization that plans to implement a Performance Management System (PMS) would need only THREE (3) things, namely:
1. PMS Concept
2. PMS Form
3. PMS Policy
The PMS Concept would refer to the appraisal framework or system that you and your organization would like, and can competently implement. You don't have to re-invent concepts as there are so many good ones available in HR textbooks. Some popular tools are: the BSC (Balance Score Card), the MBO type, and the 360 Degree appraisal systems. Each one has their pros and cons that you have to study well. A good PMS framework must get away from the traditional "one-stage system" where HR distributes the appraisal sheets once a year and wherein the performance factors are alien to the employees. Good systems must incorporate the following critical components: Performance Planning, Performance Review/ Assessment, Performance Conference & Feedback, Improvement Development Planning, & Rewards & Sanctions.
The PMS Form would refer to the questionnaire sheet that will incorporate the various factors that the company would like to assess/ measure among its employees. There are behavioral and qualitative factors, and there are quantitative ones. Behavioral and qualitative factors are difficult to measure and justify. They are the popular sources for complaints because they can be manipulated and abused. Hence, results are generally branded as tainted with bias, favoritism, and/ or discrimination. MBO types are more objective and difficult to manipulate as they include performance plans, targets, and specific timelines. Good PMS forms must be user friendly and easy to accomplish. If possible, it should only be a "one pager" that can be accomplished in a few minutes and in "one-sitting".
The PMS Policy would define the procedures, terms and references, and guidelines of the system adopted. This should be very detailed and clear to avoid administrative problems and possible legal/ labor issues, esp when the outcome/ results will be linked with year-end promotions and/ or financial rewards (bonuses/ increases).
These things are easier said than done. Hence, should you need professional help in the set up of a very good PMS, please let us know. My company can help you.
Best regards.
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
From Philippines, Parañaque
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
TELANGANA STATE VDA POINTS PRESS NOTIFICATION UP TO 31-03-2016.pdf