HR PERFORMANCE MANAGEMENT MENUS

Self Assessment, 360 degree, peer assessment, line manager assessment……………

What is really achieved by this disparate menu listed above ???????????????

Whatever name is given to the performance system, if it contains the following elements it is likely to instil a culture that is motivational and inspirational

o   Are the achievements aligned to the outcomes of the organisation

o   Is the capability of the individual aligned to the outcomes they need to achieve

o   Is the reward and recognition system equitable to reflect individual contribution

o   Is the overall capability of the organisation being developed to match future requirements

o   Timely , constructive, and relevant feedback happens day to day

Many performance systems are designed by hr and do not reflect the above elements.  They seem to exist in their own bubble with slight reference to business outcomes when reviewing achievement, training provided and reward. Not surprising such systems a re not valued by line managers and individuals as they lack relevance and credibility in their pressured world of ‘achieving business results’. Time that can be ill-afforded by managers and individuals is committed to holding required performance meetings and filling in forms – the end result is often a culture of grievance and disparity as the basis of the review of performance, training needs and reward is flawed.

Campaign for an effective performance system today…

Sheila Hampshire – 23 May 2008

Fried

Roasted

Best Taken Cold

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Perfectly Cooked – Over Cooked or Under Cooked – Perhaps It Did Not Require Cooking

What type of team are you working with right now.  And are you increasing or decreasing the heat on your colleagues as you work together.  How does your specialist human resources team help you to get the best out of the individual and collective efforts – does the ‘stirring spoon’ of their intervention create the ‘right’ solutions – for whom are they right ….you, others, the organisation or themselves .

Are corporate human resource teams the owners of the food supply determining what is consumed, by  whom and with what consequences or rewards.  Or are they the chefs, sourcing the best ingredients and ensuring these are used to their potential.  Or are they the front line deliverers of the products and services as they receive orders, deliver what has been requested. 

Probably they are either the consumers i.e. they benefit from the labours of the owners, chefs and deliverers of the services and products or they are the critiques using their specialist expertise to praise and criticise current practice and the end result however they have no actual involvement in the day to day running of the business.

I would like to engage with others who are interested in sharing information about the support received from their specialist human resource function.  When this function works well, it adds tangible benefits to all who work for an organisation – front line teams, management teams, directorate teams – and all feel that they are working in a positive, transparent and fair environment.  At its worst, this function can significantly de-energise the workplace through its inappropriate actions or inaction.

I look forward to your comments

Sheila Hampshire – 20 May 2008

May the Force Be With You – as you decide how to cook your journey through life