Respected sirs, this question is about the annual performance review. This system was not followed by operators for the past 20 years. Now, the management wants to implement this system. How to go about this, and what are the pros and cons of this implementation.
From India, Bangalore
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2From India, Bangalore
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To introduce the Annual Performance Review for the Operators, we need to know: is it going to be a confidential process, partly open, or fully open process? The how and pros/cons would much depend on the process you are going to have. So, clarify that and provide basic data like the numerical strength, grade-wise distribution, linkage of the review for purposes such as promotion, increment, transfer, career growth, etc.
From India, Mumbai
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From India, Mumbai
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As it is an old organization, and if there is a union, it is essential to have a clear understanding with the union about the purpose. If there is no union, it is still essential to communicate with the employees as a group.
For the Performance Management System (PMS) at the operator level, Key Result Areas (KRA) and Key Performance Indicators (KPI) are probably common for all. A few examples may include late arrivals/early departures, status of leaves taken - frequency/organization, productivity norms and individual achievements, behavior and attitude, adherence to safety norms, rejection percentage (quality consciousness), etc.
Before implementation, the objectives should be clear to the management team, and the same must be properly communicated to the operators. Based on the current organizational culture, the management has to make a decision before implementation.
S K Bandyopadhyay (WB, Howrah)
From India, New Delhi
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For the Performance Management System (PMS) at the operator level, Key Result Areas (KRA) and Key Performance Indicators (KPI) are probably common for all. A few examples may include late arrivals/early departures, status of leaves taken - frequency/organization, productivity norms and individual achievements, behavior and attitude, adherence to safety norms, rejection percentage (quality consciousness), etc.
Before implementation, the objectives should be clear to the management team, and the same must be properly communicated to the operators. Based on the current organizational culture, the management has to make a decision before implementation.
S K Bandyopadhyay (WB, Howrah)
From India, New Delhi
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