Hi, Can you please suggest me to implement PMS in a start up company? Also please let me know what are the required material for implementing PMS for a company size of 28-40. Awaiting your guidance.
From India, Hyderabad
2From India, Hyderabad
Dear Nandini,
To institute PMS, it is better to take the help of a professional consultant. PMS is a major HR intervention and if mishandled, it may do more damage than good.
I have written replies on this subject so many times. You may refer to my following comments:
https://www.citehr.com/286426-kra-sh...ml#post1294358
https://www.citehr.com/375151-involv...ml#post1724770
https://www.citehr.com/406054-key-pe...ml#post1849394
Thanks,
Dinesh Divekar
+91-9900155394
From India, Bangalore
To institute PMS, it is better to take the help of a professional consultant. PMS is a major HR intervention and if mishandled, it may do more damage than good.
I have written replies on this subject so many times. You may refer to my following comments:
https://www.citehr.com/286426-kra-sh...ml#post1294358
https://www.citehr.com/375151-involv...ml#post1724770
https://www.citehr.com/406054-key-pe...ml#post1849394
Thanks,
Dinesh Divekar
+91-9900155394
From India, Bangalore
Dear Nandini,
First and foremost, please note that I am not "Dinkar" and I am "Dinesh Divekar".
First, we have to identify the KPIs for each department. Based on the KPIs, we have to make KRA. Based on these two PMS is developed. There is no difference between "small" or "big" organisation as far as KPIs are concerned. These are universal and do not have geographical relevance too. I recommend you watch my video on Youtube. It will bring clarity on the concepts of KPI and KRA:
https://www.youtube.com/watch?v=NMEjMQzYVSs
Let me reiterate my previous suggestion of hiring an external consultant. A little knowledge is a dangerous thing. Hope you or your management takes note of this proven adage and does not try to defy it.
Ok...
Dinesh V Divekar
+91-9900155394
From India, Bangalore
First and foremost, please note that I am not "Dinkar" and I am "Dinesh Divekar".
First, we have to identify the KPIs for each department. Based on the KPIs, we have to make KRA. Based on these two PMS is developed. There is no difference between "small" or "big" organisation as far as KPIs are concerned. These are universal and do not have geographical relevance too. I recommend you watch my video on Youtube. It will bring clarity on the concepts of KPI and KRA:
https://www.youtube.com/watch?v=NMEjMQzYVSs
Let me reiterate my previous suggestion of hiring an external consultant. A little knowledge is a dangerous thing. Hope you or your management takes note of this proven adage and does not try to defy it.
Ok...
Dinesh V Divekar
+91-9900155394
From India, Bangalore
Nandini,
My advice? Don't do it.
Performance management is a bureaucratic process based on controlling employees through commands and policies. It is meant to appear to improve performance, but all it does is prevent management from achieving huge performance gains by causing their employees to become fully engaged.
The very best performing workforce loves to come to work and has very high levels of competence, confidence, trust, morale, autonomy, commitment, motivation, peace of mind, ownership, and pride. Such a workforce is hundreds of percent more productive than if poorly engaged. But current worldwide studies indicate 70% of employees are either not engaged or actively disengaged (meaning working against the company) so there aren't many best performing workforces.
If you want the very best, there are specific actions management can take to create such a workforce and specific reasons why those actions are effective while other actions such as PMS consistently cause poor performance. The required actions are simple to learn and simple to execute. I am willing to advise management if desired.
Best regards, Ben Simonton
Leadership is a science and so is engagement
From United States, Tampa
My advice? Don't do it.
Performance management is a bureaucratic process based on controlling employees through commands and policies. It is meant to appear to improve performance, but all it does is prevent management from achieving huge performance gains by causing their employees to become fully engaged.
The very best performing workforce loves to come to work and has very high levels of competence, confidence, trust, morale, autonomy, commitment, motivation, peace of mind, ownership, and pride. Such a workforce is hundreds of percent more productive than if poorly engaged. But current worldwide studies indicate 70% of employees are either not engaged or actively disengaged (meaning working against the company) so there aren't many best performing workforces.
If you want the very best, there are specific actions management can take to create such a workforce and specific reasons why those actions are effective while other actions such as PMS consistently cause poor performance. The required actions are simple to learn and simple to execute. I am willing to advise management if desired.
Best regards, Ben Simonton
Leadership is a science and so is engagement
From United States, Tampa
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Performance Management Vivid Facet Article.pdf
Using Bi-directional Performance Management.doc