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 [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 it staff-wise for the college? And can it also extend to faculty or they are generally outside its scope?
Look forward to your replies.
Regards,
Brandon
From India, Calcutta
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 [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 it staff-wise for the college? And can it also extend to faculty or they are generally outside its scope?
Look forward to your replies.
Regards,
Brandon
From India, Calcutta
Kindly refer to documents used at other places such as 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...hrome&ie=UTF-8
From United Kingdom
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...hrome&ie=UTF-8
From United Kingdom
Dear Brandon,
My comments on your post are as below:
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 lot of organisational maturity, therefore, it is too risky business.
c) More importantly, PMS is for measuring the organisational performance and not just people performance. Former has primacy over latter.
What is Performance Management System (PMS)
If you wish to know more about KPI, KRA and the essence of PMS then you may check my following reply:
https://www.citehr.com/511936-perfor...ml#post2190995
Overall the kind of questions that you have asked shows that you need to hire external consultant. I provide consulting services to establish comprehensive PMS. Feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
My comments on your post are as below:
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 lot of organisational maturity, therefore, it is too risky business.
c) More importantly, PMS is for measuring the organisational performance and not just people performance. Former has primacy over latter.
What is Performance Management System (PMS)
If you wish to know more about KPI, KRA and the essence of PMS then you may check my following reply:
https://www.citehr.com/511936-perfor...ml#post2190995
Overall the kind of questions that you have asked shows that you need to hire external consultant. I provide consulting services to establish comprehensive PMS. Feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
Thanks Mr. Diwekar. However, at the moment my company is not looking to hire an external consultant immediately.
And yes, I did mean setting up a 'Performance Management System' in the medical college which is also a research institute.
I'm aware of the difference between the two, and was looking for setting up a comprehensive PMS in my company (Appraisals being only a part of the overall system). Once I've the structuring of the PMS we could think of external consultants.
Regards,
Brandon
From India, Calcutta
And yes, I did mean setting up a 'Performance Management System' in the medical college which is also a research institute.
I'm aware of the difference between the two, and was looking for setting up a comprehensive PMS in my company (Appraisals being only a part of the overall system). Once I've the structuring of the PMS we could think of external consultants.
Regards,
Brandon
From India, Calcutta
Dear Brandon,
Whether you hire 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 utilisation of the assets is measured or not, or is precious working capital sunk on depreciated assets
c) Do you measure what deserves to be measured
d) Are you rewarding people at the expense of the organisation
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 challenge of being from HR is. Certain organisational or operational aspects never reach to the door step of HR. Therefore, their focus becomes people-centric rather than organisation-centric. This spells doom for the organisation.
Let me give you example. One public limited company's ratio of inventory against sales was rising continuously for the years together. Though this was perfect evidence of decrease in operational efficiency, HR never took cognizance of it. This is where external consultant comes in picture.
Thanks,
Dinesh Divekar
From India, Bangalore
Whether you hire 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 utilisation of the assets is measured or not, or is precious working capital sunk on depreciated assets
c) Do you measure what deserves to be measured
d) Are you rewarding people at the expense of the organisation
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 challenge of being from HR is. Certain organisational or operational aspects never reach to the door step of HR. Therefore, their focus becomes people-centric rather than organisation-centric. This spells doom for the organisation.
Let me give you example. One public limited company's ratio of inventory against sales was rising continuously for the years together. Though this was perfect evidence of decrease in operational efficiency, HR never took cognizance of it. This is where external consultant comes in picture.
Thanks,
Dinesh Divekar
From India, Bangalore
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