Guys,
I am working as HR in the FMCG industry, handling the sales force across pan India. We are looking to redesign the performance management system based on measurable parameters for the sales force. For example, comparing their targets to achievements, evaluating teamwork, and so on.
Could someone from the same industry suggest some parameters or formats for the PMS?
Thanks
From India, Mumbai
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I am working as HR in the FMCG industry, handling the sales force across pan India. We are looking to redesign the performance management system based on measurable parameters for the sales force. For example, comparing their targets to achievements, evaluating teamwork, and so on.
Could someone from the same industry suggest some parameters or formats for the PMS?
Thanks
From India, Mumbai
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Dear Urvashi,
Preparation of KPIs and KRAs requires a lot of expertise. Secondly, you cannot develop KRAs in isolation for a particular designation or department. This is an organization-wide exercise. I do not know what your designation is; however, if you are from HR, then it is not your job to develop KRAs. This job belongs to the HOD of the respective department. Why are the HODs not developing the KRAs for their juniors? HR's job is to vet the KRAs and determine whether they align with the principles of the Performance Management System (PMS) or not. It appears that your company does not have a comprehensive PMS.
Irrespective of the type of company, the principles of PMS do not change; they are common across all industries. When establishing PMS or designing KRAs, the following points need to be noted:
a) Do we measure what deserves to be measured?
b) Do KRAs align with the SMART principle?
c) Have the direct and indirect costs been identified for all departments? Are these costs included as KRAs for the respective HOD?
d) Have staff at the lowest level understood the importance of measurement or how to design the measures? It is not enough for just the Manager or HOD to understand the concept of KPIs and KRAs. They receive the department's KRA through their subordinates. What if the Manager/HOD does not receive enough support from the juniors?
e) Are there any staff who are exempt from accountability?
I have been responding to posts on PMS repeatedly. Click the following link to refer to one comprehensive reply:
https://www.citehr.com/511936-pms-company.html
Although the title of the link is for IT companies, the response is applicable to all types of industries. In the above link, you will find several other links. Go through all the links patiently. It will enhance your understanding of the subject.
For further queries, you can reach me on my mobile number. Speak to your management and ascertain whether they are considering hiring external consultants like me for paid services. For additional information, feel free to contact me on my mobile.
Thanks,
Dinesh Divekar
From India, Bangalore
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8032Preparation of KPIs and KRAs requires a lot of expertise. Secondly, you cannot develop KRAs in isolation for a particular designation or department. This is an organization-wide exercise. I do not know what your designation is; however, if you are from HR, then it is not your job to develop KRAs. This job belongs to the HOD of the respective department. Why are the HODs not developing the KRAs for their juniors? HR's job is to vet the KRAs and determine whether they align with the principles of the Performance Management System (PMS) or not. It appears that your company does not have a comprehensive PMS.
Irrespective of the type of company, the principles of PMS do not change; they are common across all industries. When establishing PMS or designing KRAs, the following points need to be noted:
a) Do we measure what deserves to be measured?
b) Do KRAs align with the SMART principle?
c) Have the direct and indirect costs been identified for all departments? Are these costs included as KRAs for the respective HOD?
d) Have staff at the lowest level understood the importance of measurement or how to design the measures? It is not enough for just the Manager or HOD to understand the concept of KPIs and KRAs. They receive the department's KRA through their subordinates. What if the Manager/HOD does not receive enough support from the juniors?
e) Are there any staff who are exempt from accountability?
I have been responding to posts on PMS repeatedly. Click the following link to refer to one comprehensive reply:
https://www.citehr.com/511936-pms-company.html
Although the title of the link is for IT companies, the response is applicable to all types of industries. In the above link, you will find several other links. Go through all the links patiently. It will enhance your understanding of the subject.
For further queries, you can reach me on my mobile number. Speak to your management and ascertain whether they are considering hiring external consultants like me for paid services. For additional information, feel free to contact me on my mobile.
Thanks,
Dinesh Divekar
From India, Bangalore
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