Employment Performance Management: Perspectives from Employees, the Board of Directors, and the HR Manager

Introduction

A crucial organisational procedure called employment performance management, or EPM, aims to enhance worker performance and match it with the strategic objectives of the business. Feedback and expectations from a variety of stakeholders, such as the Board of Directors, the HR Manager, and employees, are included in effective EPM systems. Gaining insight into these important stakeholders' viewpoints can greatly improve performance management procedures' efficacy.

Employee Perspective

EPM is seen by employees as a tool for both professional and personal development. Workers seek opportunities for growth, constructive criticism, and clarity regarding performance objectives. They regard:

1. Transparency: Unambiguous explanation of performance standards and assessment techniques.

2. Feedback: Consistently provide constructive feedback that identifies opportunities for growth as well as strengths.

3. Growth Opportunities: Opportunities for career growth, mentorship, and training based on performance results.

4. Fairness: An impartial, equal evaluation procedure that reduces prejudices and acknowledges each person's unique contribution.

Employee motivation, engagement, and commitment to their work are likely to increase when EPM solutions address these objectives.

Board of Directors Perspective

The Board of Directors approaches EPM from a strategic perspective, emphasising the need to match worker performance to the organization's long-term goals. Their main worries are as follows:

1. Strategic Alignment: Making sure metrics and performance targets line up with the purpose, vision, and strategic priorities of the organisation.

2. Accountability: Enforcing that the management group adopts efficient performance management procedures.

3. Risk management: is the process of determining and reducing the risks connected to subpar work or a misalignment with organisational objectives.

4. Sustainability: Encouraging an organization-wide culture of sustainable performance and ongoing improvement.

For the Board, maximising shareholder value and organisational success requires a strong EPM framework.

HR Manager Perspective

Effective EPM system design, implementation, and maintenance are critical tasks for HR managers. They concentrate on:

1. System Design: Creating all-encompassing frameworks for performance management that satisfy the requirements of all parties involved and integrate best practices.

2. Implementation: Ensuring that performance management procedures are carried out without hiccups, including educating managers and staff on efficient methods of evaluation.

3. Continuous Improvement: Analysing and improving EPM procedures regularly in response to input, performance information, and changing organisational requirements.

4. Compliance: Ensuring that performance management procedures adhere to pertinent legal requirements and uphold moral principles.

HR managers act as intermediaries, balancing the strategic goals of the Board with employees' aspirations for career advancement.

Conclusion

A comprehensive strategy that considers the viewpoints of the Board of Directors, HR managers, and employees is necessary for effective employment performance management. Organisations can cultivate a culture of superior performance, ongoing enhancement, and strategy coherence by attending to the distinct requirements and anticipations of individual groups. In addition to improving results for both individuals and the organisation, this also guarantees sustainability and long-term success.