Dear Seniors,
Last year, I joined my current company as Assistant Manager, L&D. This is a new set-up and does not have Key Result Areas (KRA) and Key Performance Indicators (KPI). Now, it's appraisal time and management has asked how they should conduct my appraisal.
Please guide me.
From India, Mumbai
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1Last year, I joined my current company as Assistant Manager, L&D. This is a new set-up and does not have Key Result Areas (KRA) and Key Performance Indicators (KPI). Now, it's appraisal time and management has asked how they should conduct my appraisal.
Please guide me.
From India, Mumbai
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Dear Shabnam,
What is the nature of your industry? To whom do you report? Devising KRAs is not your job as such; it is the job of your reporting manager's. Neither is this the right time to search for the KRAs. As soon as you joined, on the first day of your job, your superiors should have given you a KRA sheet and told you how and when they will measure your work. It appears that neither have you taken the initiative to understand how your work will be measured! Both you and your management have not adhered to the age-old Chinese proverb "dig the well before you are thirsty"!
A second flawed approach is telling a junior employee to conduct their own appraisal. Performance Appraisals (PAs) are always conducted by seniors. A junior is given the chance to do a self-appraisal only to ensure that a certain quantum of work done is not overlooked. However, in your case, it appears that your superiors have ceded their ground to you! There is a lot to be concerned about in this position or situation!
Anyway, coming to your query. Conducting training programs itself cannot be considered your achievement, but measuring the impact of the training is. Therefore, measure the cumulative ROI of the training and present it to the management. In some cases, if it is not possible to measure the ROI, you should be able to project an increase or decrease of some ratio. A few examples are:
a) Improvement in Customer Satisfaction Index
b) Reduction in the generation of scrap or quality issues
c) Improved capacity utilization
d) Reduction in process turnaround time
e) Reduction of some costs (best example)
You are not the only Training Manager who has not understood the quintessence of the position. The malaise exists across industries. To understand why the training department exists or was created, I provided an exhaustive reply earlier. Click the following link to refer to it:
https://www.citehr.com/523786-training-development.html#post2222367
All the best!
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
What is the nature of your industry? To whom do you report? Devising KRAs is not your job as such; it is the job of your reporting manager's. Neither is this the right time to search for the KRAs. As soon as you joined, on the first day of your job, your superiors should have given you a KRA sheet and told you how and when they will measure your work. It appears that neither have you taken the initiative to understand how your work will be measured! Both you and your management have not adhered to the age-old Chinese proverb "dig the well before you are thirsty"!
A second flawed approach is telling a junior employee to conduct their own appraisal. Performance Appraisals (PAs) are always conducted by seniors. A junior is given the chance to do a self-appraisal only to ensure that a certain quantum of work done is not overlooked. However, in your case, it appears that your superiors have ceded their ground to you! There is a lot to be concerned about in this position or situation!
Anyway, coming to your query. Conducting training programs itself cannot be considered your achievement, but measuring the impact of the training is. Therefore, measure the cumulative ROI of the training and present it to the management. In some cases, if it is not possible to measure the ROI, you should be able to project an increase or decrease of some ratio. A few examples are:
a) Improvement in Customer Satisfaction Index
b) Reduction in the generation of scrap or quality issues
c) Improved capacity utilization
d) Reduction in process turnaround time
e) Reduction of some costs (best example)
You are not the only Training Manager who has not understood the quintessence of the position. The malaise exists across industries. To understand why the training department exists or was created, I provided an exhaustive reply earlier. Click the following link to refer to it:
https://www.citehr.com/523786-training-development.html#post2222367
All the best!
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Thank you so much for the feedback and suggestions. I work in a travel management firm. I did ask management for the Kya, but they kept saying we are a start-up and not a large organization, so I had to remain quiet. I report to the Country Head. Now when I asked how the appraisal will be done, he said it will be done how I want it to be done. I was confused. Another shock is I am suddenly asked to set up a travel institute. Please guide.
Regards, Shabnam
From India, Mumbai
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Regards, Shabnam
From India, Mumbai
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