1 พ.ค. 2017, 09:54 — ใช้เวลาอ่าน 6 นาที
Amit, an employee of a multi-national organisation is seen to be very anxious, perspiring a lot, getting cramps, dealing with mood swings. Do you know who else is in such a state? Why, none other than Amit’s manager, Suraj. It is that time of the year that both have to deal with PMS- Performance Management System. It is not about Amit or Suraj alone. This is the case with most employees and managers that I have seen in my experience. Whenever it is time to complete the appraisals and set goals for the next financial year, managers, more than employees seem to get very anxious as if they have been asked to do something illegal. What is the reason for this anxiety?
Often performance management is confused with performance appraisal that happens at the end of every year. Performance management is an ongoing process that starts right from the day an employee joins an organisation until s/he exits. Performance appraisal is a phase in the performance management that allows a manager to assess and provide feedback to the team members.
Generally, the performance assessment consists of two aspects: 1) measuring behavioural competency 2) measuring Key Result Areas (KRAs). The latter is relatively easier for managers to assess. This is because the goals are defined after a discussion with the employees and for most part links to one of the organisational goals. These KRAs will have well defined Key Performance Indices (KPIs) that can be quantitatively measured. The challenge comes when the managers need to assess the behavioural competency.
What are the challenges in measuring behavioural competencies?
Importance of a competency framework
Organisations need to define a competency framework as part of the performance management process. It provides a platform for them to assess their employees in a very objective way. The usefulness starts right from the time of recruitment.
Process to define a competency framework
The definition of a competency framework starts from having a comprehensive and well-written job description. Then through a process of deconstruction the competencies are identified and the behavioural indicators for each competency along with corresponding rating scale are written. This is an iterative process where the Human Resource professionals work with business to define, review and baseline the framework.
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