16. What role can HR play in improving organisation performance?

16.   What role can HR play in improving organisation performance?

The below four new roles of HR have been acknowledged as critical in most organisations to improve performance, increase profitability and enhance employee satisfaction:

HR can engage in these different roles through the design, implementation and monitoring of the PMS and will thus contribute in improving the organisation performance. 

As a Strategic partner, the role of HR will be

·        To ensure that the individual objectives are aligned on the organisation’ vision and goals and on those of the department

·        To ensure that job objectives are well written and activities are prioritised.

As an Administrative expert, the role of HR will be

·        To provide the administrative support in terms of procedures, documentation and automated system to support the implementation of the PMS

·        To provide proper training to Management, Managers Appraisers and Appraisees.

·        To assist in communicating clearly about the PMS and providing answers to all concerns and interrogations.

·        To guide and advise Management on the appropriateness of the PM process and system.

As an Employee champion, the role of HR will be

·        To assist employees in the understanding of the PMS process and procedures.

·        To help employees in the attainment of their job objectives with training.

·        To ensure fairness and equity at all steps of PMS so that employee is not penalised unjustly.

As a Change Agent, the role of HR will be

·        To create an environment where employees will feel at ease to perform.

·        To encourage employees to adopt the proper attitude and behaviour.

·        To motivate employees to abide to the company’s culture and values.

Through these roles HR will play an essential part in improving an organisation.

15. How can a PMS assist with the up-skilling and development of an employee?

15.   How can a PMS assist with the up-skilling and development of an employee?

One of the aims of setting up a PMS is to improve individual performance.  Performance is improved when the development and up-skilling of the employee, both in the short term and in the long term are taken care of.

During an appraisal meeting or even during the monitoring process, the performance of an employee is observed, taking into consideration the WHAT and the HOW:

·        what work he has achieved and what is his performance  (Results),

·        how he is working, in what way he is doing things (Attitude & behaviours)

These observations will help to identify performance gap which will give lieu to training and development needs.  Appropriate training will be defined to cater for up-skilling of the employee. 

At the same time, if the employee is doing well, greater potential or new prospective may crop up and be observed. 

Manager and employee may together decide that training can be considered for, future job prospects, job enlargement, multi-skilling. (eg. An employee showing signs of being a good team-leader may follow courses in people management and supervisory skills for a future opportunity as Team Supervisor)

Different types of training can be planned depending on needs:

·        On-the-job training –

·        Formal classroom training – courses

·        Job  rotation (moving in another job to learn about it) –

·        Coaching (receiving feedback & guidance) –

Mentoring (having a specialist in the subject, a connoisseur as a ‘guru’/a guide)

14. How can performance management systems be improved?

14.   How can performance management systems be improved?

To continue to add value and be relevant, a Performance Management System need to be systematically reviewed and adjusted in terms of design, implementation and functioning so as to fit organisation needs and ensure that there is alignment between organisational objectives and employees performance.   

As such to ensure that the PMS effectively achieves its aim, an evaluation must be done periodically and appropriate improvement be implemented. 

The evaluation can be done through a survey/an audit to assess the following points:

·        Opinions of employees and supervisors as regards to the PMS process.

·        The procedure and practice v/s best practice

·        The accuracy and up-to-datedness of individual job descriptions.

·        The accuracy and relevance of information and data collected for appraisal.

·        Reactions of employees and supervisors on appraisal systems

·        The timeliness and content of appraisal reviews

·        Effectiveness of feedback: How feedback is given – if it is done in a timely manner

·        If the individual job objectives – KRA’s and KPI’s are clear, well written, SMART and in line with organisational and departmental goals.

·        If automation of system is appropriate and what kind of IT support is needed to reduce administrative implications of paper-based system.

·        Identification of an organisational training needs.

Depending on the survey outcomes, improvements will be done to the actual PMS.   

Some possible improvements may be related to

·        The assessment of behaviours to render it less subjective.   For each competence and value, HR together with concerned parties, will define attitudes and behaviours that are considered as up to standard by the organisation.

·        The way the procedures are being followed and implemented by managers and supervisors.

·        The carrying out of the appraisal meetings and delivery of feedback.

·        The fairness and consistency of ratings done – how it is perceived?

It is greatly recommended that a PMS is continually improved and updated to stay focus on the organisation’s goals and vision and adjust to it’s needs and requirements.

Otherwise it is not useful having a PMS.  This would only mean giving additional administrative work to managers and appraisers and fooling employees in believing that their level of performance is of utmost importance.

13. Outline the importance of giving feedback.

13.  Outline the importance of giving feedback.

Monitoring and measuring performance in itself is not enough if we want to improve performance.  There is an important element of coaching, counselling and support that is needed so that performance is improved and behaviour are modified.   This involves essentially the aspect of feedback that Managers and Supervisors must continually give to their employees.

Feedback can be of 2 types:

·         Positive feedback in the case of good performance /attitude and

·         Feedback for improvement when performance and attitude are not up to standards. 

Feedback must be given immediately when the event or observed behaviour is still actual, otherwise it will be “du rechauffé”.

Managers must practice both type of feedback otherwise if there is only feedback for improvement, this may create frustration and de-motivation as the employee may think that his manager is subjective and never sees the good actions taken.

Too much positive feedback may lead employee to think that this is false flattery and Manager is not honest but only trying to fool him.

Giving feedback is important but it must be balanced specific feedback.

Sometimes Managers find it difficult to give feedback for improvement.  This is because the feedback is not specific enough.  It is usually a broad statement saying ‘good job’ or ‘bad job’ without relating to the action or attitude that is being assessed

One needs feedback to improve, and the manager must act like the sports coach.  He must observe his employees and:

•         Tell them what to do

•         Show them how to do

•         Let them try

•         Monitor performance

•         Give feedback

•         Catch them doing things right

Giving feedback will show the employee that the manager is concerned by and attentive to what he is doing.  The key during feedback sessions is to tilt the conversation towards the positive.

12. What type of training is required to make adequate use of performance management systems?

12.  What type of training is required to make adequate use of performance management systems?

For a successful and sustained implementation of any Performance Management System and so that the PMS is effective and achieve its objectives, all parties involved must be informed and trained on its philosophy, objectives and how to apply the process.

Different training will be given depending on what step of the PMS is considered and depending on the involvement of the person.  Training to Managers / Supervisors /appraisers will be different from that given to employees / appraisees. 

Training will be given for each concerned party as per below:

·        Top Management – Managers - Appraisers:

·        General training on the philosophy, on the process: what elements form the PMS – what are the aims? Why is it set up? Who is involved and concerned?

·        How to write SMART job objectives with appropriate KRA’s & KPI’s

·        How to monitor performance and assess behaviours?

·        How to use tools & techniques to collect valid data & facts to sustain ratings?

·        How to carry out appraisal meetings?

·        How to give constructive feedback?

·        How to identify performance gap and define developments plans / training?

·        How to deal with employees who do not agree with the final ratings?

·        How to use the process and the IT system supporting the process?

·        Employees - Appraisees:

·        General training on the philosophy, on the process: what elements form the PMS – what are the aims? Why is it set up?

·        How to write SMART job objectives with appropriate KRA’s & KPI’s

·        How to monitor self performance?  (create accountability)

·        How to collect valid data & facts to sustain ratings?

·        What attitude and mindset to have in appraisal meetings?

·        How to accept feedback?

·        How to carry out self assessment and identify performance gap and propose training options?

11. What guidelines for framing and communicating performance feedback would you recommend to a manager about to conduct formal performance reviews for the first time?

11.  What guidelines for framing and communicating performance feedback would you recommend to a manager about to conduct formal performance reviews for the first time?

In the Performance Appraisal Process the role of the assessor is to counsel, encourage and guide the employee through effective feedback for improved performance.  As such to ensure that feedback is constructive and achieve its aim, when giving feedback, the manager must:

•         Be specific and not general (clearly state events/facts that occurred)

•         Be positive, constructive and solution - oriented

•         Focus on specific behaviour, not on the person or the intentions

•         Share observations and be constructive

•         Explain consequences of this behaviour

•         Ask for individual’s view

•         Ask the person how she will correct the behaviour

Feedback should not be directed against the person but should refer to the job performance, to observed behaviour. 

We can have 2 types of feedback:

Positive Feedback	Feedback for Improvement
•         Apply  to situations where a person did a good job •         Reinforce/ highlight specifically why or how the employee did a good job. ð  What was said or done ð  Why it was effective	•         Apply to situations where a person did not perform up to standard. •         Provide instruction / encouragement. •         Ongoing — Not just when a person makes mistakes. •         Focus on observable facts, not assumed behaviour. ð  What was said or done ð  A suggested alternative ð  A specific reason why the alternative would be better

The Manager must observe some principles when conducting a formal performance review. 

Essential steps to conduct a performance review and effectively communicate feedback:

1.      Before the meeting

The manager must inform the employee in advance of the date, time and venue of appraisal meeting.

He will hand over a copy of the appraisal document so as to get prepared:

·        Consider his/her performance, make notes and assign score to that effect

·        Reflect on training needs prior to the discussion on the Development Plan

·        Insist on the importance of pre-work as being the basis for discussion.

Manager’s Preparation:

Fully know and understand what is the job of his employee – his objectives, KRA’s and associated KPI's.  Refer to notes / events that occurred during the review period.

Consider the employee’s contribution against his/her KRAs and Objectives - expected attitude and behavior and note specific facts, events which occurred during period under review.

Allocate provisional scores for each KRA (Note down facts/comments to justify scores given)

2.      During the meeting

·        Switch off cell phones.

·        Put the employee at ease, set agenda/objective of meeting at start.

·        Initiate and encourage discussion & two-way communication

·        Use active listening skills; ask questions to gain understanding.

·        Explain the overall rating and scores definitions.

·        Start by asking the employee for input on his/her strengths and accomplishments.

·        Discuss Strengths & areas for improvement in a way that shows the individual where changes should be made to meet expectations, or made to achieve even greater results.

·        Try to see things from the employee’s perspective; share your own experiences, if relevant.

·        Restate the expectations against KRAs and Objectives set at the beginning of the cycle.  Provide examples of the employee’s performance and share to what extent performance exceeded, met or did not meet expectations.

·         Present corrective feedback in a positive, action-oriented way.

·        Praise achievements.

If already finalised, start discussing on the future objectives