How can HR strategy support a successful performance management system?

Everyone has a "strategy" in the sense that we are actively engaged in various pursuits, even though these may not be inherently "strategic." To go further, consider these two crucial factors when formulating your HR strategy: 1) The quality of your strategy. The first involves evaluating the existing strategy along various dimensions: specificity (is it documented?), strategic alignment (business and market), focus, and integration across all the HR functions. 2) The quality of your ecosystem. Assessing the infrastructure's quality to execute the strategy: adequately resourced, effectively communicated, measurable, and properly governed.

In my opinion, the definition of vision in human resources should be aligned with the overall strategy of the organization. These goals must be SMART; that is, Specific, Measurable, Achievable, Relevant, and Time-Bound.

Algunas maneras son: - Alineando las acciones con las estrategias del negocio - Impactando con objetivos medibles y cuantificables en los retos del negocio - No realzando acciones que no generan valor a la empresa ni al empleado.

La estrategia de RRHH debe contener de manera clara el proceso y los objetivos del sistema de gestión de desempe?o, de tal forma que todos los colaboradores lo entiendan y entiendan su rol en el mismo. Igualmente la estrategia de RRHH debe asegurar el cumplimiento de los procesos y políticas del sistema, para garantizar la credibilidad en el mismo. De esta forma, la estrategia de RRHH contribuirá positivamente en la estrategia corporativa.

In my experience a good performance management process needs to align with the strategy of the business . It needs to look at what the strategy and goals are and then what skills and competencies are required from its employees to enable achieving that strategy. If done against what the business requires in terms of skills and competencies it can be merged into recruitment, succession planning, and development programs as well as recognition. Only if it is fully aligned will it engage people. It needs to be an easy to use process not cumbersome- otherwise managers won’t use it to its fullest.

This is an important step! Find out what works for the business not only what aligns with the HR strategy. You may gain valuable insight into what employees and managers find important in a review and where the pain points are. Then build from there. Surveys and conversations are the best way to get to the information you need.

Assess the current system and make very clear ties to current standards and best practices as a way to celebrate what is “right” and to highlight what needs attention, refreshing, or discontinuing to start a new practice. Both HR leaders and the business units they support need to clearly understand what is achieved by continuing current practice and what stands to be gained by updating or starting something new.

Gathering insights from existing processes is important. Understanding how managers and employees feel about the current process will lay the foundation for the next iteration. The key is continously getting feedback from the business and where needed challenging the status quo. Moving from annual to more frequent checkins or from quarterly to continous feedback. The purpose being to drive engagement, set employees up for success and foster open and frequent discussions about career and performance.

It is important to ensure that when designing initiatives you repeatedly measure them against the purpose. It is often easy to veer off course due to newly discovered information, so referencing back to the purpose is crucial. Knowing where you are starting from and where you want to get to is important in the design phase. Blindly entering into designing an initiative without clear perspectives of what the end result will look like means measurement of success will be difficult to achieve. The initiative itself needs to function as the programme creating the change the organisation needs to undertake in order to achieve the desired outcome.

In my opinion, HR strategy plays a crucial role in supporting a successful performance management system. By conducting a comprehensive assessment of the current system, we can identify gaps and issues. Based on this assessment, we can design interventions and initiatives tailored to the organisation's specific needs. A competency framework can be developed to define the skills and behaviours expected from employees. Additionally, a learning and development plan can be implemented to provide employees with resources to enhance their performance and potential. Through these interventions and initiatives, we can play a crucial role in supporting a successful performance management system.

La implementación de políticas que impacten en el desempe?o de las posiciones y los puestos es clave. Ni todas las políticas sirven para todas las compa?ías ni son las que van a motivar al desempe?o ejemplar en las diferentes posiciones. Cada vez más tendemos a la personalización en general en el mercado, y RRHH debe estar adaptados igualmente en sus políticas a esta personalización.

Here are three key questions for reflection as you evaluate and review your HR strategy: 1. Where does your organization demonstrate strength, and where are its weaknesses? 2. How do your results compare to the average in your industry, sector, and geography? 3. What human capital conditions must be in place in order to 1) deliver the business strategy and 2) meet the market? As you contemplate the answers, consider directing your attention to areas that require the most development.

The fist key aspect I address with clients wanting to implement a Performance management process, is top management’s understanding that it is not an HR strategy, it is a business one. Managing performance effectively means changing behaviors, and leaders incorrectly assume that it's an HR role, it is not, it is the Leader’s responsibility to assess, coach, develop and feedback their team. HR must play a normative, even formative role, the execution is on the leader’s court. The company’s I’ve found doing better at this, have their managers deeply involved in objective setting, measurement, feedback and follow up on performance… they actually take accountability for “managing" the performance of their teams.

Technology to support the process is imperative. Drop down selections, sample text, well done and complete examples of “good”, and good UX make all the difference.