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Hi! Yes, it is a difficult task for HR and talent management professionals. Therefore, they should put more emphasis on training and development of their workforce so that it can realize its true potential. For further details, see Overcoming HR Challenges in Southeast Asia's Retail Sector | Blog
From India, Gurgaon
From India, Gurgaon
Dear ,
First of all you need to have clearly defined KRAs and KPIs for every position. Based on KPIs you can compare at any point of time through performance appraisal that if there is any gaping between the current level of performance and the desired level or not. If it is there then you need to do competency mapping.
Stepwise what you need to do.....
Step1: Define KRAs and KPIs for every position.
Step2: Do performance appraisal monthly or quarterly or biannually to find out the gap. It is preferable to do it quarterly however depending on management style, work culture the duration may vary.
Step3: Once you find any gap between the desired level and current level of performance then figure out the possible reason for the same. Take proactive and corrective actions to map competency to the desired level.
The reason behind the performance gap may be because of numbers of reason.....the employee may not be clear about his job role, not getting proper support/guidance from reporting boss, may not be able to understand company's product or services,so need training,may be demotivated for biasing in the team, may be not well paid as compare to other similar level employees or not as per what he deserves, may be not interested in the job for which he has been hired .....and many more reasons may be.So you need to identify the reason and take corrective action.
As a proactive action...do right recruitment, offer right profile, offer right salary, offer product training prior-hand time to time,do employees counselling time to time, impart motivational training time to time to get employees motivated all the time, conduct employee engagement programs to make them engaged with the organisation, prepare transparent career matrix, give employees opportunity to learn new skills, and many more actions...... So if you keep on taking proactive actions, then for sure level of performance for every employee will be maintained.
Eventually you need to understand that to maintain level of performance, do right recruitment initially and then take proactive actions to keep them satisfied and motivated all the time.
For more detailed information, you may please write to me directly.
From India, Delhi
First of all you need to have clearly defined KRAs and KPIs for every position. Based on KPIs you can compare at any point of time through performance appraisal that if there is any gaping between the current level of performance and the desired level or not. If it is there then you need to do competency mapping.
Stepwise what you need to do.....
Step1: Define KRAs and KPIs for every position.
Step2: Do performance appraisal monthly or quarterly or biannually to find out the gap. It is preferable to do it quarterly however depending on management style, work culture the duration may vary.
Step3: Once you find any gap between the desired level and current level of performance then figure out the possible reason for the same. Take proactive and corrective actions to map competency to the desired level.
The reason behind the performance gap may be because of numbers of reason.....the employee may not be clear about his job role, not getting proper support/guidance from reporting boss, may not be able to understand company's product or services,so need training,may be demotivated for biasing in the team, may be not well paid as compare to other similar level employees or not as per what he deserves, may be not interested in the job for which he has been hired .....and many more reasons may be.So you need to identify the reason and take corrective action.
As a proactive action...do right recruitment, offer right profile, offer right salary, offer product training prior-hand time to time,do employees counselling time to time, impart motivational training time to time to get employees motivated all the time, conduct employee engagement programs to make them engaged with the organisation, prepare transparent career matrix, give employees opportunity to learn new skills, and many more actions...... So if you keep on taking proactive actions, then for sure level of performance for every employee will be maintained.
Eventually you need to understand that to maintain level of performance, do right recruitment initially and then take proactive actions to keep them satisfied and motivated all the time.
For more detailed information, you may please write to me directly.
From India, Delhi
Dear Sujan Roy,
What you have written is correct however, your post misses one important thing and it is about organisational performance. Talent Management or Talent Profiling or as simple as your recruitment standards should be designed on the performance that your company wishes to achieve. Example of organisational performance are:
a) We wanted to elevate Inventory Turnover Ratio (ITR) from _____ to _____.
b) We wanted to increase Account Receivable Turnover Ratio (ARTR) from ____ to _____
c) We wanted to improve Customer Satisfaction Index from ____ to ____
d) We wanted to reduce per shift energy consumption from _____ to _____
If our focus is on individuals, then we start looking at or even rewarding at individual excellence but organisation continues to stagnate. This is far more dangerous as it reduces the organisation's competitiveness.
Let me give little different example but context is same. Recently interview of Mr Arun Jain, Found CEO of Polaris was published in the "Business Line". The headline of the interview read "It’s important to pay well to get top talent". He has blamed poor talent for his company's inability to catch with IT bigwigs like Wipro, Infosys etc. It took twenty years for him to understand his mistake. Not that Polaris did not have KRAs for their employees. However, focus was on employees and not on where organisation wanted to go.
Many companies have budget for their employee cost. Based on this cost, the recruitment and selection is done. Based on the person's on board, the KRAs are set because the everybody knows that the it would be beyond the scope of available manpower to attain stellar performance like big companies.
Thanks,
Dinesh Divekar
From India, Bangalore
What you have written is correct however, your post misses one important thing and it is about organisational performance. Talent Management or Talent Profiling or as simple as your recruitment standards should be designed on the performance that your company wishes to achieve. Example of organisational performance are:
a) We wanted to elevate Inventory Turnover Ratio (ITR) from _____ to _____.
b) We wanted to increase Account Receivable Turnover Ratio (ARTR) from ____ to _____
c) We wanted to improve Customer Satisfaction Index from ____ to ____
d) We wanted to reduce per shift energy consumption from _____ to _____
If our focus is on individuals, then we start looking at or even rewarding at individual excellence but organisation continues to stagnate. This is far more dangerous as it reduces the organisation's competitiveness.
Let me give little different example but context is same. Recently interview of Mr Arun Jain, Found CEO of Polaris was published in the "Business Line". The headline of the interview read "It’s important to pay well to get top talent". He has blamed poor talent for his company's inability to catch with IT bigwigs like Wipro, Infosys etc. It took twenty years for him to understand his mistake. Not that Polaris did not have KRAs for their employees. However, focus was on employees and not on where organisation wanted to go.
Many companies have budget for their employee cost. Based on this cost, the recruitment and selection is done. Based on the person's on board, the KRAs are set because the everybody knows that the it would be beyond the scope of available manpower to attain stellar performance like big companies.
Thanks,
Dinesh Divekar
From India, Bangalore
Dear Mr. Divekar,
Your reply is in context to organisational performance. Whereas as per the question asked above , I could understand Aakshay wanted to know how to maintain performance level of talent(employees),not of organisation. Had it been about organisation, I would have replied accordingly. However my reply also conveys factors for organisational performance.
Now on your statement "If our focus is on individuals, then we start looking at or even rewarding at individual excellence but organisation continues to stagnate. This is far more dangerous as it reduces the organisation's competitiveness."....I am not agree with that fully.
KRAs and KPIs should be designed as per top down approach.Means based on our company/corporate objective, we should define departmental objective and based on departmental objective we should define individual objective. So when we do that then after execution as per bottom up approach ,individual performance will collectively help to achieve departmental objective which in turn company's objective. So it is important to focus on individual performance. And yes company will never be stagnate if the company has short-term goal along with long term one. Based on short term incremental company's goal, department will also have short term incremental goals time to time and employees too. So it is important to focus on employees performance and employee's development too.
So we should define KRAs and KPIs carefully taking ROI into consideration for any particular position. And when we talk about ROI, then everything comes under it which you have mentioned as examples of organisational performance above.
And the example you cited for Polaris....they faced that problem because...as per their business plan, they couldn't draw manpower plan and the skill sets required for manpower to achieve that. That means no right recruitment, no right KRAs KPIs and no right development plan.
From India, Delhi
Your reply is in context to organisational performance. Whereas as per the question asked above , I could understand Aakshay wanted to know how to maintain performance level of talent(employees),not of organisation. Had it been about organisation, I would have replied accordingly. However my reply also conveys factors for organisational performance.
Now on your statement "If our focus is on individuals, then we start looking at or even rewarding at individual excellence but organisation continues to stagnate. This is far more dangerous as it reduces the organisation's competitiveness."....I am not agree with that fully.
KRAs and KPIs should be designed as per top down approach.Means based on our company/corporate objective, we should define departmental objective and based on departmental objective we should define individual objective. So when we do that then after execution as per bottom up approach ,individual performance will collectively help to achieve departmental objective which in turn company's objective. So it is important to focus on individual performance. And yes company will never be stagnate if the company has short-term goal along with long term one. Based on short term incremental company's goal, department will also have short term incremental goals time to time and employees too. So it is important to focus on employees performance and employee's development too.
So we should define KRAs and KPIs carefully taking ROI into consideration for any particular position. And when we talk about ROI, then everything comes under it which you have mentioned as examples of organisational performance above.
And the example you cited for Polaris....they faced that problem because...as per their business plan, they couldn't draw manpower plan and the skill sets required for manpower to achieve that. That means no right recruitment, no right KRAs KPIs and no right development plan.
From India, Delhi
Hello! According to what I have read, a certified HR professional drives its workforce to optimum performance. For further details, see link:Overcoming HR Challenges in Southeast Asia's Retail Sector | Blog
From India, Gurgaon
From India, Gurgaon
The challenge in retaining talent is to innovate ways to engage him to remain with the organisation because talent too like precious metals is subject to the demand and supply principle and like them, are scarcely available.
B.Saikumar
From India, Mumbai
B.Saikumar
From India, Mumbai
Hi, nowadays Big Data is everywhere and it is involved in talent management practices too. Check out this infographic Infographic: Infusing Big Data into Talent Management | Blog
From India, Gurgaon
From India, Gurgaon
Hi, Big Data is playing a crucial role when it comes to HR. Check out this infographic:Infographic: Infusing Big Data into Talent Management | Blog
From India, Gurgaon
From India, Gurgaon
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