Human Resource Performance Management

Human Resource Performance Management

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Human Resource Performance Management

Introduction

The overall goal of performance management is to ensure that employees have utilized their maximum human capital capacity for the benefit of the organization as well as stakeholders. Effective performance management processes from the human resources department involves carrying out the right operational processes. Moreover, it involves directing one’s focus on specific goals, which have been set prior to these processes. Additionally, there is a need for professionals to set performance management models, which take into consideration practical applications of creative development, implementation, and evaluation of processes for a sustainable human resource department. Of utmost importance is the need to provide a critical model that gives the right measurements of employee performance within the appraisal instrument.

Performance Management Process

Performance management has become an essential element in the business model of modern progressive firms. The exercise includes the process of planning. In this initial stage, some of the goals of employees are set by the human resources management (Pulakos, 2004). The goals need to be feasible and within a specific period required to provide desired results. The second stage is the assessment, where employees’ performances are evaluated critically (Grossman, 2007). Other essential observations will be made in order to find out whether the performance planning has been sustained. The third stage is that of recognition. Here, employee’s efforts and performances are acknowledged. Employees and other personnel can be rewarded with bonuses, holidays, and other forms by the management in the event that exceptional performance has been reached or even exceeded.

Moreover, some of the areas which prove challenging are also brought to light in order to establish plans focused on tackling them. Employers will be more interested in making improvements in efforts to help employees (Pulakos, 2004). The fourth stage is career development, where employees are encouraged to consider the long-term implications of their work. Here, employees are told to consider their relationship with that of the organization and align their goals accordingly. Part of the career development also involves being able to communicate with the human resource managers about the direction which an employee wishes to take with respect to that of the organization. The process also involves being provided with a platform to advance themselves within the organization through elements such as increased roles, training and development, and promotions.

Development, Implementation, and Evaluation of Performance Management

Performance management systems are developed through involvement of all relevant participants including the human resource managers as well as employees. Development involves analyzing areas of weaknesses within the existing models and can be done through evaluating how past challenges have limited the company’s capability to achieve the goals set. The firm’s vision for the company also needs to be consistent with the goals to be set, which can be done after participants have established what they wish to achieve in the new model. Another development strategy is the use of motivation techniques, which provide employees with a sense of encouragement to enhance performance and achieve goals. The process of implementation will depend highly on the company’s ability to apply the principles of change management. Because these are new processes, there will be a need for the organization to evaluate how change can best take place.

Evaluation of performance is conducted using performance indicators. These indicators will vary from one professional responsibility to another. For instance, customer care representatives can be evaluated through the level of satisfaction that clients receive after being served. Thus, it is important for the Human resources personnel to ensure a well-drafted section of the performance indicators before the process of implementation. The performance levels can also be evaluated according to individual capacities rather than using indicators. This can be achieved through individual assessments of employee’s roles in relation to what they have achieved within a given period. The evaluation measures allow human resource decision makers to determine whether the goals set are being achieved.

Competencies

            Human resources management has developed over time to incorporate a more extensive platform of operation. Because of the changing market and business environments, it has become important for this department to alter its roles and responsibilities within an organizational structure. Thus, it is important for professionals to understand and employ six essential competencies that make up the Human Resource Competency models. These include:

• Being aware of the full scope of the business
• Developing an organizational culture which encourages creative new and unprecedented ideas
• Developing an environment which nurtures employees’ talents
• Being able to have strategic advisors who make the best decisions for the business
• Incorporating data analysis processes in order to be able to make the best possible human capital investments
• Being all rounded in terms of building an organizational as well as business culture to ensure the best outcomes (Jackson et al., 2014).

Conclusion

Performance management processes are essential in facilitating change within the organization. It utilizes tools such as standards, objectives, dimensions of performance, and evaluation in order to become a successful model. The six key human resource competencies involve understanding the business, utilizing information technology, developing strategic teams of advisors, and investing in human capital and talents for success.

References

Grossman, R. J. (2007). New competencies for HR. HR Magazine, 52(6), 58-62.

Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.

Pulakos, E. D. (2004). Performance Management: A roadmap for developing, implementing and evaluating performance management systems. SHRM Foundation.