Performance Management Program – PMP

Performance management program – PMP

Performance management has been a key component of human capital solutions for decades.It is no surprise that companies with strong business performance are also companies with strong employee performance management programs.

Performance management techniques for both the effective and less effective organizations are not very different. The greatest difference is the level of active leadership support and championing of the process.


The organizations getting the most impact from performance management are those that have strong leadership support and that execute well in differentiating performance and giving performance messages.

Nine key practices for effective performance management were found, and are listed below:

  • The performance management process includes developmental plans for the future.
  • Training is provided to managers on how to conduct a performance evaluation meeting.
  • The quality of performance appraisals is measured.
  • There is a system in place to address and resolve poor performance.
  • The performance appraisal includes information other than that based on the judgment of managers.
  • The performance review process is consistent across the organization.
  • Employees can expect feedback on their performance more than once a year.
  • 360 reviews are used to support the performance evaluation process.
  • The performance management process includes ongoing goal review and feedback from managers.
Additionally, the Most Admired Companies have an approach to managing performance that:

  • excels at driving accountability right through their organizations – they are clear about an individual’s accountabilities for a particular role and they consistently hold people accountable for the delivery of these;
  • ensures the functions required to execute the strategy are in place – their organization design is fit for purpose and employees at all levels, understand the three of four key priorities the organization has to get right and their contribution towards these;
  • aligns pay to performance, and in turn performance to strategy – they encourage executives to maximize their personal pay packets by delivering on activities that are of strategic importance to the organization, reinforcing the message that delivering what we believe is important will lead to the largest compensation;
  • prioritizes people development as a core accountability for line managers with greater use of planned career assignments, one-to-one coaching and competency models.

Mostly In short the PMP process should be:

1. Fair for all employees across organization
2. Should reflect exact performance of the employee
3. Should result into fair compensation change or merit increase
4. Should be based on 360 Degree feedback system which is carried out at-least quarterly in an year
5. Final rating should be outcome of discussions between employee and supervisor
6. Whole process should not allow or encourage biasness and unfairness 
7. Future development, Personal development and Career graph should be part of the PMP process.
8. Complete software should be very easy to access and use.
9. Company strategy should be neatly conveyed to the employees
10. Employee goals should be aligned and integrated to business strategy of the company
11. To make it more versatile views of the all other related colleagues can be taken into consideration
12. Calibration can be done across all organization to differentiate the performance, but only the related or teams with similar functioning should be considered for it.
13. Once in a quarter review about the process can be taken from the employees to know their expectations out of PMP process.
14. Change the process to employee’s betterment which will in turn will work for company’s betterment.

Valuable Sources:
 
 

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