Model Performance Management
Our Operation’s strategic objectives need to be expressed in a way that everyone within the organisation understands , in effect by clearly communicating the organisations visión for the future , or their big idea. While the strategic objectives will be primarily formulated by senior management this should be part of a twoway process and the strategic objectives should be agreed after extensive discussion. Involvement and clear communication should mean that everyone in our workforce feels engaged and that they can contribute to the achievement of the our organisations goals or ideas either individually or as part of team. While our procedures used in performance management of the employee, the team and the organisation different slightly, the performance management process itself is very similar for each and be shown as our cyclical HR process.
It does not matter whether the focus is on our employee, the team or our operation as for each the performance management implementation process involves evaluating current levels of performance and assessing them against the desived levels. The aim is to improve performance, add value and contribute to meeting objectives at whatever level. Different techniques will be used in the evaluation and assessment of current levels of performance. Employee may be assessed against their objectives by using personal development reviews, perfomance appraisal interviews, or perhaps reports of error or complaints. For teams or departaments the information needed may involve a comparison with team or departamental targets or a summary of faults and complaints for that department.
On an organisation-wide basis a great deal of data would need to be collected to indicate the extent to which the whole our organisation was meeting and acumulative feedback may be complied using information from perfomance appraisals throughout our organisations, or customer satisfaction surveys. Our organisations need individuals to feel engaged in the process and may also conduct surveys to establish the extend to which the workforce feel motivated by various aspects of the performance management process such as the pay and incentives or the learning and development oportunities offered.
In each case the aim is to evaluate the current levels of performance and compare this with the assessment of the performance levels required. These will depend on your organisation’s objectives, which in turn feed into department objectives, team objectives and individual objectives, in each case it will be necessary to decide whether the aim is to achieve a satisfactory level of performance, whether it is to achieve higher performance levels to add more value to the organisation, or whether the objective is to transform performance levels by encouraging and enabling increasingly new or innovative ways of working.
Once a comparison has been made between desired performance levels and existing performance levels choices have to be made about how these can be achieved for individuals, team, departments or organisation-wide. Whatever techniques are chosen as part of the performance management process there should be a review to establish whether or not they have succeeded in meeting the objectives set and this continues into evaluating current perfomance levels against those required as new objectives are set to meet strategic objectives.
Measurement has become increasingly important in assessing whether or not there has been an improvement in performance and according to the HR Code BGC this should be a continuos process for individuals and teams and it should be integrated into every aspect of running the organisation. The 2009 BGC survey found that HR mangers were in many instances finding it difficult to measure the effects of performance management in isolation form other things that might affect business perfomance or individual performance. However , HR managers were keen to try to measure performance and were using a wide range of measure such as versions of the balanced scorecard, key perfomance indicators and measures of level of engagement in employee satisfaction surveys. As far our employee is concerned the performance management process could be viewed as starting at the selection stage as individuals are selected becouse of their skills, knowledge and competencies in order to make a contribution to the achievement of the objetives.
When our employee joins the organization, the induction communicated the strategic objectives, perhaps in a simpler form of one Big Idea encapsulates the objetives. It also reinforces the organisations culture and values, as they find out more about their job they should also discover now they can make a contribution to the performance of the organisation and the achievement of its strategic objetives. The induction should also be used as an opportunity to evaluate the individual´s skills, knowledge and competencies using a personal development review and to compare these with the organisations or teams needs. Even though the person has been selected to carry out a specific job they may lack some of the skills, knowledge or competencies needed to work in that job or team. Decisions need to be made about the appropriate ways to fill any gaps between the two and this may involve using formal and informal learning and development methods. Individual goals and objectives will be set and the contribution expected by the individual to team or departmental goals and objectives will also need to be discussed.
In a performance management system there will be regular performance review a throughout the year and also formal appraisal interviews at regular intervals. each aims to monitor performance and see how individuals or teams are contributing to and meeting their targets or objectives and they are important in helping to identify learning and development needs. Their aim is to motivate for better performance, but regular reviews, coul also help to identify por performance at an early stage. Pay systems are used to reward excellent performance and if peroformance seems to be slipping below an aceptable standars then counselling the absence management system or even the disciplinary system may be used. Even when these processes are used the aim should be to make clear what the required standards are and motivate the individual and team to achieve them.
Our workers and Our performance model
While HR policies and procedures were import in this, the other that they said really made a difference in organisations was the way people work together to be productive and flexible enough to meet new challenges.
Our organisations they studied that first had to have strong values and an inclusive culture and second have sufficient numbers of skilled line managers to be able to bring the HR policies and practices to life. Our workers and performance model indicates that it is not just the people management policies and practices that créate value to our organisation but that they help form part of the process by creating the building blocks that form the basis of achieving increased performance, motivation and opportunity. This assumes that our workers have the ability to have new skills and will want to work in organisations where their abilities and skills are recognised an can be developed funther.
Motivation assumes that the organisation will be successful in motivating them to use their abilities in a way that is useful to the organisation in achieving its strategic objectives, while opportunity makes the assumption that others employees will uses opportunities to do high-quality work and participate in term activities or problema-solving iniciatives if the organisation provides them with opportunities to do. A successful performance management system perhaps linked to an incluisive talent management system should certainly help to identify ability motivate both individuals and teams and also provide them opportunities to use their and abilities.