How do you combine performance management with HR functions?

Values are the guiding force in an organisation that shapes the Culture & Performance Quality . When Goal management talks about "What" to achieve as an organisational Priority, Values tells about "How" to achieve those . A good PMS design framework has the right weightage distribution between functional KRAs and Values attributes . While on a performance feedback discussion,the appraisee must be communicated on how he/she exhibited values while achieving the functional KRAs . Sensitization on the core values to the employees should be regular, also for the senior management as they often shift priority basis top and bottom line number focus . Values based reward is the backbone of a R&R design and career progression Assessment.

I believe it is important that integrating performance management with human resources includes aligning employee performance with organizational goals. This includes goal alignment, regular feedback, performance appraisal, training, recognition, HR policy integration, use of data, and continuous improvement.

Organizations falter the most in two aspects: Goal setting and integration of performance with compensation. Unless individuals are clear on what their performance is measured against and how it will impact their compensation, motivation dips and the entire process is impacted accordingly.

A great employee experience is when the HR process talk to each other. Let's take the performance management process in this case. 1. The process can be designed to evaluate the goals achieved and the values (behaviors demonstrated). 2. The outcome can be linked to reward and capturing the strengths/ capabilities and developmental plan. 3. The new internal role opportunities/growth path can be carved out basis the outcome. eg. additional responsibilities/ expanding the role. 4. Learning intervention to be planned in line with the development need identified which enables better performance. 5. Training managers to give feedback and set of regular meetings with the team members is very important.

Feedback should be regular and not just during performance review meetings. HR's role is to ensure there are feedback mechanisms in place and facilitate a culture of regular feedbacks, to equip Managers and employees with the tools and sometimes with adequate skills to provide constructive feedback. But the accountability lies with the Manager and employee.

Provide feedback so that it is immediate rather than waiting. Leaders sometimes delay providing feedback especially when it is a difficult topic or situation. It does a disservice to the employee and the rest of the team. Feedback is a gift and when positioned correctly it can lift everyone up.

Almost every HR process has to align with performance management starting with formation of company goals - HR has to think of processes and their own goals around it and then set the evaluation process. This in turn then would help form the basis of how an employee is engaged, rewarded, promoted or hikes.

On-going feedback is a critical factor in anyone's career development - none of us was born perfect, and feedback is the single most important factor for personal development. Sadly, candid feedback is extremely rare in today's workplaces. HR professionals should do whatever possible in their power to promote a culture and practices of honest, direct, and compassionate feedback where they work (for more I suggest reading "Radical candor" by Kim Scott).

Here are some pointers which can aid the integration A) Align Individual Performance Goals with Organizational Objectives which will help in driving the company's vision B) Integrate Performance Appraisal with Compensation decision i.e. salary increments and promotions which will lead to performance-driven culture C) Use performance management data to identify high-potential employees and plan for succession which ensures that key positions have ready successors, reducing risks associated with turnover. D) Integrate performance management with training and development programs. Identify skill gaps through performance evaluations and provide targeted training to address these gaps.

Technology is an indispensable tool for people professionals involved in managing employee performance. Digital data, analytics and workflow automation have revolutionised the way organisations measure, report and understand employee performance. As these become more sophisticated and entrenched, it is crucial for people professionals to ensure that their use is responsible, ethical and compliant with relevant regulations.

Absolutely! One thing I’ve found helpful is to use interactive dashboards that managers can access. These dashboards can combine engagement, performance, goal attainment/trajectory, learning/lms, as well as HRIS data. It’s extremely useful for a manager to see their team in accurate metrics over time. This supports their effectiveness.

In my 12 years of HR experience I’ve noticed that data is such a powerful tool which sometimes doesn’t get utilized as much as it should be. By leveraging data analytics, organizations gain insights into employee performance trends, enabling targeted interventions for development and growth. Technology-driven feedback mechanisms facilitate regular communication and coaching, promoting employee engagement and satisfaction. With predictive analytics, organizations can anticipate future performance challenges and take proactive measures to address them, ensuring sustained success. Ultimately, this integration optimizes HR practices, empowers employees, and drives overall organizational performance.

-HR system used by the organisation should be user friendly to all employees -Educate all your stakeholders on the purpose of using the same along with the features -Choose your vendor partners who can provide you an customized system -Do not entertain any activity outside the HR system , this way you ensure all the data is in one place and make good use of the system. -Use your system data well to assess your current performance appraisal process and make changes as and when required

Using data and technology for insight, pattern recognition, and process optimisation is crucial. However, tools are just that—tools, meant to boost efficiency. The heart of performance management lies in the interaction and communication between managers and their team members. Prioritise meaningful discussions, aligning expectations, achieving objectives, and delivering valuable feedback. Quality conversations matter more than the tool itself. Avoid reducing performance management to a mere checkbox; emphasise the value of conversations over tool usage.

Performance Management should always be led by the business and only managed by HR. It has to be seen as a crucial tool by all line managers and therefore their involvement in the design of any system is crucial to avoid it being seen as an HR tick box exercise.

By involving employees and managers you will foster collaboration in performance management. Steps to take are establishing regular feedback loops, encourage open communication, and implement 360-degree performance reviews. Empower employees to set goals, track their progress, and provide input on their development plans. Managers can act as mentors, offering support and aligning individual goals with organizational objectives. This inclusive approach enhances engagement, promotes continuous improvement, and strengthens the overall performance management process.

I agree with this prespective but supervisors are inhibiting this process of evolving employees with managers which leads to discomfort in the managers-employees’ relation. The role of the manager is to facilitate this step as mentioned and allows employees to achieve sucess with their work!!

Combining performance management with HR? Picture it as a potluck dinner. Employees and managers each bring their own dish (goals, feedback, self-assessment) to the table. HR's role? Ensuring the spread is balanced and nutritious, and everyone gets a portion. When employees set their goals and assess themselves, they're chefs of their own career cuisine. Managers, on the other hand, are like sous-chefs, guiding the cooking process, spicing things up with support and addressing any kitchen mishaps. Together, they cook up a feast of accountability, collaboration, and trust. Bon Appétit!

For an effective performance management process, it needs to be based on the partnership of leaders, employees and HR, each has their own accountability in every single step. Only by then, the process is objective, fair and can enhance the culture of trust.

Not every process works the same for different companies and even the same organization might need to change its performance management every other while. There should always be an alignment with what is needed or what comes after the performance management if it stops to serve the purpose then you need to pivot and try a new process

There has to be a well designed feedback mechanism that shall help in continuous improvement. Immediate action on the improvement areas will help in timely alignment of the gaps and further achieve organization goals.

Performance management is the process of setting goals, measuring performance, providing feedback, and rewarding achievements for employees. HR functions are the activities and tasks that support the human resource management of an organization, such as recruitment, training, development, compensation, benefits, employee relations, and compliance. Combining performance management with HR functions can help an organization align its people strategy with its business strategy, improve employee engagement and productivity, and foster a culture of continuous learning and improvement. Some common elements are as follows; ? Integrating performance management with talent management. ? Integrating performance management with HR systems.

Performance Management over time has evolved into Talent Management, where an organisation is compelled to align business and people development. In isolation either one will not give you the competitive position in today's dynamic and challenging environment.

1. HR collaborates with business leaders and managers to translate the organization's business strategies into clear KPIs at the departmental, team, and individual levels. 2. Ensures that the appraisal process is fair, and providing guidance to managers on conducting effective performance evaluations. 3. HR identifies skill gaps and training needs based on performance evaluations to support employee’s growth 4. Ensures incentives are aligned with individual and organizational performance goals, motivating employees to excel in their roles. 5. HR utilizes data to track and provide insights into performance gaps

ensure that employees do understand organizational vision, mission, and culture. By aligning goals and values, you can create a sense of purpose, and community that boost performance and engagement

Making performance management work with HR means making sure employees' work aligns with what the company wants. This begins by setting clear job expectations, giving regular feedback and creating plans for improvement within HR processes. When we assess how well employees are doing, we should focus on helping them grow and get better at their jobs not just judging them. HR's can help with this by providing training and tools for employees to get better. Also, HR should make sure that we keep talking about performance regularly. When we combine all of this, it helps HR work better and helps employees and the company succeed.

Rethink KPI as 1. Keep People Involved (Employee Engagement): - Foster a culture of employee involvement and participation in goal setting 2. Keep People Interested (Empowerment, Diversity and Inclusion, and Employee Champion): - Empower employees with autonomy and decision-making authority in their roles. - Promote DE&I, creating a supportive work environment -Advocating for employee well-being 3. Keep People Informed (Employee Communication): - Establish effective channels of communication and foster transparency by sharing information. 4. Keep People Inspired (Culture, Reward, and Innovation): - Cultivate a positive culture and implement a reward management system that aligns with performance outcomes.

People leaders are key stakeholders and culture shapers. People in HR functions design and manage processes (eg performance mgmt) and systems that can, ideally, enable business performance and outcomes. Using design thinking and co-creation methodologies is critical in identifying and integrating inside performance processes. All leaders need to have performance goals that overtly align and support the desired culture. HR practices and processes align to create a true functioning performance-based culture. Performance management processes are where the rubber hits the road and can drive cultural tenants, both via the process itself and the outcomes, if leadership support is evident. Alignment is critical.

The closure of the PMS cycle is equally crucial for the HR function. It involves a balanced approach of providing both positive reinforcement & constructive criticism. HR plays an important role in realigning the workforce with the organization’s business goals and values. This can be achieved by redefining Key Result Areas (KRAs) based on data-driven analytics. Additionally, HR should engage in research to replicate success stories of exceptional individual or team performances. Emphasizing innovative practices and creating case studies further enhances the PMS process. Introspection & the adoption of new strategies, process, or systems are essential for evolving PMS into best practice that aligns all to achieve a common business objective