Dear Cite HR Members,
We are revamping the entire HR process, and I have covered most of it, but I got stuck with PMS (Performance Management System). Could any one of you please help me by sharing a sample process document for PMS? I am in urgent need of this, so I request your assistance ASAP.
Thank you.
From India, Tiruchchirappalli
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59We are revamping the entire HR process, and I have covered most of it, but I got stuck with PMS (Performance Management System). Could any one of you please help me by sharing a sample process document for PMS? I am in urgent need of this, so I request your assistance ASAP.
Thank you.
From India, Tiruchchirappalli
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Dear Mohana Sundaram, Kindly give more information about the size of the organisation and the nature of work done, etc.,to help our experts to assist you in your task.
From United Kingdom
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From United Kingdom
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Dear Sir, Size of the organization: 150 Nature of work: RPO Please let me know if you need any additional inputs from my side.
From India, Tiruchchirappalli
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From India, Tiruchchirappalli
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Hi Simhan, Kindly guide me for the same. Nature of Business is RPO + IT Employee Strength is 50+
From India, Noida
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From India, Noida
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Dear Saumya and Mohana,
Please provide us with your background and details of your accomplishments so far. This information will assist the experts at CiteHR in offering you precise guidance. I believe RPO stands for Recruitment Process Outsourcing.
Thank you.
From United Kingdom
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Please provide us with your background and details of your accomplishments so far. This information will assist the experts at CiteHR in offering you precise guidance. I believe RPO stands for Recruitment Process Outsourcing.
Thank you.
From United Kingdom
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Hi,
This site already contains plenty of material related to PMS / Appraisals etc – you may search and use it as per your requirement. However, external professionals can only give you overall information / understanding / knowledge of the subject. Actual policy formulation and implementation needs to be completed by the person incharge in the company. In this regard, provide some specific queries / roadblocks you are facing so that that other members may contribute to help you proceed further.
Regards,
Shashank
From India, Pune
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This site already contains plenty of material related to PMS / Appraisals etc – you may search and use it as per your requirement. However, external professionals can only give you overall information / understanding / knowledge of the subject. Actual policy formulation and implementation needs to be completed by the person incharge in the company. In this regard, provide some specific queries / roadblocks you are facing so that that other members may contribute to help you proceed further.
Regards,
Shashank
From India, Pune
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Dear R Mohana Sundaram,
As suggested above, in order to correctly guide you through the process, one does need more minute details related to the working structure of the company.
However, if you wish to have a broad outline:
Firstly - many tend to use the phrase "performance management" and "performance appraisal" interchangeably. That is the core difference between a well-managed bench of second-line talent and ready talent.
Performance Appraisal is done as a post-procedure to evaluate, assess, and inform.
Performance management, on the other hand, is about putting in the stepping stones for the people so that they can reach their goals, which will then be evaluated, assessed, and informed.
Performance management wins hands down if you wish to better the environment. A few steps that I can suggest for this are:
a) Start with defining talent requirements, their JD's, and the outcomes required.
b) Make SMART (specific, measurable, attainable, realistic, time-bound) goals (remember measurable is key here).
c) Then you give a weightage to each goal.
d) You will at this point need to define what is the standard that you require for the organization.
e) Discuss these with HOD's, line managers, and finalize.
f) In a PMS - evaluation is not done only at the end of the year, but frequent feedback, discussions are required throughout, and they should be documented.
g) Make the form for the evaluation structure, interim meeting formats, Improvement plans.
When you set and communicate clear goals, expectations, and most importantly evaluate and review at frequent intervals with feedback follow-up, the end results are much more visible. Transparency instills confidence and does wonders as a motivation factor too. Performance management is like doing home study throughout the year rather than just for the finals :-)
The forms required will need to be developed with in-house discussions and are very company-specific processes. If you wish to view one, a generic search should help.
Hope this helps.
Warm Regards,
Deena Jagasia
References - Peter Drucker; George T. Duran
From India, Mumbai
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As suggested above, in order to correctly guide you through the process, one does need more minute details related to the working structure of the company.
However, if you wish to have a broad outline:
Firstly - many tend to use the phrase "performance management" and "performance appraisal" interchangeably. That is the core difference between a well-managed bench of second-line talent and ready talent.
Performance Appraisal is done as a post-procedure to evaluate, assess, and inform.
Performance management, on the other hand, is about putting in the stepping stones for the people so that they can reach their goals, which will then be evaluated, assessed, and informed.
Performance management wins hands down if you wish to better the environment. A few steps that I can suggest for this are:
a) Start with defining talent requirements, their JD's, and the outcomes required.
b) Make SMART (specific, measurable, attainable, realistic, time-bound) goals (remember measurable is key here).
c) Then you give a weightage to each goal.
d) You will at this point need to define what is the standard that you require for the organization.
e) Discuss these with HOD's, line managers, and finalize.
f) In a PMS - evaluation is not done only at the end of the year, but frequent feedback, discussions are required throughout, and they should be documented.
g) Make the form for the evaluation structure, interim meeting formats, Improvement plans.
When you set and communicate clear goals, expectations, and most importantly evaluate and review at frequent intervals with feedback follow-up, the end results are much more visible. Transparency instills confidence and does wonders as a motivation factor too. Performance management is like doing home study throughout the year rather than just for the finals :-)
The forms required will need to be developed with in-house discussions and are very company-specific processes. If you wish to view one, a generic search should help.
Hope this helps.
Warm Regards,
Deena Jagasia
References - Peter Drucker; George T. Duran
From India, Mumbai
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Dear Mohana Sundaram,
I have implemented Performance Management in various organizations over the past 20 years. These organizations include entities from different sectors and sizes. I will be happy to assist you in this regard for your organization. I am based in Pune, and my contact number is 8149069060. I am currently in the US and will be back in Pune in the first week of March.
Meanwhile, please see the attached write-up on my approach to Performance Management. I will be delighted to provide a FREE PMS launching presentation to you and your management upon my return. We can engage further on this through emails or phone conversations upon my return. Successfully implementing PMS requires a deep understanding of various business roles, competencies, and the maturity of organizations.
Kind regards,
[Your Name]
From United States, Powell
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I have implemented Performance Management in various organizations over the past 20 years. These organizations include entities from different sectors and sizes. I will be happy to assist you in this regard for your organization. I am based in Pune, and my contact number is 8149069060. I am currently in the US and will be back in Pune in the first week of March.
Meanwhile, please see the attached write-up on my approach to Performance Management. I will be delighted to provide a FREE PMS launching presentation to you and your management upon my return. We can engage further on this through emails or phone conversations upon my return. Successfully implementing PMS requires a deep understanding of various business roles, competencies, and the maturity of organizations.
Kind regards,
[Your Name]
From United States, Powell
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Dear Saumay and Mohana,
I have attached a PowerPoint presentation that I gave to academics and students a few years ago. I hope it helps you appreciate the amount of work involved in setting up a PMS and also gives you basic ideas.
From United Kingdom
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I have attached a PowerPoint presentation that I gave to academics and students a few years ago. I hope it helps you appreciate the amount of work involved in setting up a PMS and also gives you basic ideas.
From United Kingdom
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Unfortunately, in India, PMS is more understood and practiced in the form of Performance Appraisal only for increments and financial rewards. However, its objectiveness and effectiveness have been an issue as it is not necessarily linked with the organization's overall strategy and other three elements of performance planning, monitoring, and measurement. PMS is a strategic initiative and not just implementing a few systems and procedures.
From United States, Powell
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From United States, Powell
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Performance Management Vivid Facet Article.pdf
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