Various employee performance management approaches for 2020 and beyond
When getting started with PMS (Performance Management System), the most frequently asked questions are how to choose, implement and adopt a suitable PMS. To help our customers we are glad to share various PMS approaches with examples, so that you can get started easily and implement a suitable PMS. Don’t worry our Full PMS Services such as Workshops, Coaching, Training and Consulting retainership provide all these artifacts custom developed to help your organization. Moreover, we have made examples for these re-usable PMS artifacts library available inside our software application as well, to make it more convenient to adopt.
For CFRs (Conversations, Feedback and Recognition) we provide guidelines, templates and best practices including inside our Skills2Talent™ Software/Add-on modules, which will make easy to orient, train and institutionalize PMS & CFR. Most popular PMS approaches that are adopted widely across organizations are listed below;
OKR based PMS: “OKR” (Objectives & Key Results). Objective: Where do we want to go?, Key Result: How do we know if we are getting there? –> Checkout our OKR Stars™ Full OKR Services – OKR Examples.
OKR was popularized by John Doerr, USA: https://en.wikipedia.org/wiki/John_Doerr
Our earlier blog on OKR by our OKR Coach: https://wordpress.com/block-editor/post/skills2talent.blog/534
SMART Goal based PMS: Goals should be straightforward and state what you want to happen. The goal has to be specific and define clearly what you are going to do. Use action words in goal such as direct, coordinate, achieve, complete, deliver, organize, lead, develop, plan, accomplish etc. For more details on SMART goals you can visit our other blog
Company Core Values Alignment Based: Core values often reflect your organization’s ethical standards, culture, or mission statements. Evaluating on core values reinforces the organization beliefs and ensures every employee demonstrates the same standards during the employment.
Job Specific & Behavioral Competency Based: Competencies in the context of Performance Management System is they are qualities that employees get rated on. Competencies can be mapped to R&R (Roles & Responsibilities) / JD (Job Description) and used as part of their development path (SMART Individual Development Plans).
Multiple Content Sections Based (with Weightage): Although performance reviews can be planned to include sections tailored to the needs of the organization, the best practice performance review includes four main content sections (A, B, C and D). These contents cover objectives (SMART goal plans), core values (alignment with the organization’s vision, mission, and value system), job specific competencies, and behavioral competencies (approach/ indicators/ attributes/ components). The organization must use at least one section, if not many/all. If any content section has “zero” weightage, it will be hidden from the performance management form (template) in Skills2TalentTM PMS. Each content section receives a weightage of 100 percent of the overall performance score. These content sections can be different for different groups of employees based on business needs (i.e., the percentage can be different based on work groups’ business requirements).
Exclusively Competency Based (Mapping & Assessment): An important part of Competency Mapping is making sure that the competencies that are important for an organization and/or a job are used in a lot of different ways by the organization. The mapping process includes figuring out which skills are important for each job and mapping them with their proficiency levels (rating scale). Employee and manager competency assessments (Target Vs. Actual) can be done as part of the assessment framework, which can then show the skill matrix and where there are gaps. It can also get input from other people in the group, the programme office, and people who know about the subject. Meta competencies can also be given weights to help people figure out which skills are important, and which aren’t. Evidence and references can also be used to show that these skills are important (soft copy attachments). Matured organizations can use a focused competency-based assessment to deal with the biggest issues that affect their PMS (Performance Management System) through data that helps decision-makers and links to Learning & Development initiatives, such as the People CMM Ver 2.0.
Questionnaire Based: The questionnaire-based assessment, like performance conversation-based assessments, helps to approach differently but in a meaningful and structured manner. The questionnaire can be designed to cover a wide range of topics, such as job, work output, role, stretch goals, agility, culture fit, feedback based, employee satisfaction, aspiration, soft skills, leadership capabilities, and personality, among others. To obtain unbiased 360° views, the same questionnaire can be re-framed to collect feedback from specific target people such as matrix managers, programme office, peers, cross functional team, or internal/external customers. Weightage can be assigned to categories in a prioritized questionnaire to make a balanced assessment while providing evidence/references (soft copy attachments).
For more tips to implement various PMS (Performance Management System) approaches that suits your organization you can check out our website for the detailed content.
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Vaidyanathan Ramalingam | email@example.com | https://skills2talent.com/