Hi Everyone,
I am Kartik Iyer working in a consulting company. I have been asked to design an SOP for PMS and Career Progression from the viewpoint of a consultant.
This SOP should essentially help any one from my organization to undertake any PMS or Career Progression project with the set guidelines.
What approach should the consultant take if the company is new setup and dont have any HR practices in place, what all details would be required and the kind of approach i should have.
Folks kindly lend me a helping hand as it is very challenging!!!!!!! In case you have some details you can forward the same at
Regards
Kartik
From India, Vadodara
I am Kartik Iyer working in a consulting company. I have been asked to design an SOP for PMS and Career Progression from the viewpoint of a consultant.
This SOP should essentially help any one from my organization to undertake any PMS or Career Progression project with the set guidelines.
What approach should the consultant take if the company is new setup and dont have any HR practices in place, what all details would be required and the kind of approach i should have.
Folks kindly lend me a helping hand as it is very challenging!!!!!!! In case you have some details you can forward the same at
Regards
Kartik
From India, Vadodara
Hi Karthik,
The following Procedure been developed by me and I coined this as 'Role based performance Appraisal method' -
Note: If you have speific Questions on this procedure, pls write to me
RAM Akella
Manager-Group HR
From India, Delhi
1The following Procedure been developed by me and I coined this as 'Role based performance Appraisal method' -
- First you design the Authority Responsibility Matrix - each and every task at micro level to be considered for each department and assign each task to appropriate designation. Total role based Job description gets created
- Once the job description got created, Identify the Deliverables of each Job/Designation you have. This exercise arrives at KRAs (These should not be more than 6-8). Create these KRAs in such a way that they should be measurable.
- Create a Performance Measurement Matrix and rating mechanism according to nature of the deliverables (This is should be customised/tailor-made) and llink the same with Performance Index for equi-balance for different positions in the same organisation.
- Fixing an appropriate Performance Appraisal Method (180/270/360 degree, no of reviews in yr)
- Identifying the Appriser/Reviewer(if applicable) for every appraisee
- Formulating the Appraisal Formats according to the Perfomance Appraisal method chosen.
- Distributing the same amongst the appraisee, appraisers etc and getting the ratings, collating the same and discrepancies can be adjusted in PA discussions facilitated by HR Personnel
- Calculating the PI (Performance Index)
- Preparing a report to Management to take decision on increments, decrements, promotions, demotions, terminations etc.,
Note: If you have speific Questions on this procedure, pls write to me
RAM Akella
Manager-Group HR
From India, Delhi
Mr. Ram
your post is very much useful to my current hr activity.
i need to desing a SOP for Performance Appraisal....your points that you have listed are very much relevant but could you please elaborate on every step....especially on the evaluation part
From Singapore, Singapore
your post is very much useful to my current hr activity.
i need to desing a SOP for Performance Appraisal....your points that you have listed are very much relevant but could you please elaborate on every step....especially on the evaluation part
From Singapore, Singapore
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