Employee Performance Appraisal and Corrective Measures

The end of each year HR and line managers become so active with the assessment of performance of employees. However this appraisal is not a year end process rather needed to be carried out throughout the year as a continuous HRM proses. The job not finished when a talent or pool of talent recruited in any organization. It is uncommon to see that few of those talent becomes unprovoked, the poor performer after a certain period. Research shows that employees become de-motivated for various causes and among them few are:

1. Lack of Recognition of Competence: Employees expected that organization will give proper value of their knowledgeable, skill and experience. If not, only perk and benefits can not keep their competence high for a longer tenure.

2. No autonomy at all: After a certain period of engagement with the work and organization, employees seeks the exercise self-regulation, within the guidelines, to achieve business goals. If they just monitored and instructed all the time, they lose their motivation to achieve innovative and wonderful new business ideas.

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3. No clear career path: Only increment or raise of salary can not able to keep employees' morale high in the organization. They want to see that after 5 years where they can reach if they perform really well aligned with organization business goal and vision. A better succession plan is mandatory as well as the crystal clear career path for each level.

4. Proper training and development plan: Employees deserve to get training to attain further development of their career. If an organization failed to provide proper training to them and a good training plan is missing there, certainly it is tough for HR to keep the employee on track.

Based on the above points in any business organization may find that, their employees tend to turn in work late, lack of commitment, missing of seriousness, lack of focus on assignments, missing deadlines as well as no longer act as a team player as they were earlier. So, corrective measures with proper actions need to be adopted to overcome this situation. And this the time to do so. Year end is here and performance appraisal system has to be very scientific. Those companies already implemented e-HRM, its high time for them to use the database. All the best in each single employee throughout the world. HAPPY NEW YEAR 2013!

P.S: Any of my articles/write-ups can be shared, modified, used anytime for better Human Capital Management, with or without giving credentials. I do believe: Sharing is Caring :)

© Shaki, Ahmed R (2012), Candidate of PhD in HRM, UUM

e-HRM for Academic Institution for Better Performance Management!

Managing performance is one of the crucial responsibilities not only for the HR personnel as well as all head of departments or line manager. The way performance managed and supervised in the corporate world in present challenging global market is really impressive. However, in my observation Academic Institution (Universities) is far behind of this trend and somehow academicians are not properly judged or even less utilized. My point is not against to the academicians nor even raising my finger to them, but the main reason is still we may see that registrar department doing the recruitment work for the university, no proper HR department or practices there. Even worst there always very badly visible two stream. One academician and another one is administrative staffs, even the rules, policies, etc. also significantly different which caused huge grievances.

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To resolve this issue, again I am requesting to the management of academic institution to implement e-HRM. Various researchers have shown that online performance appraisal systems reduce costs and increase the speed through the process. Additional advantages of those systems include the shortage of previous year’s data that helps top management to compare the employees’ results and evaluations for the last years in an easier way. Across the world, we have seen that requirements for talented scholars as academicians rapidly growing. So, there is always the presence of local as well expat academicians in academic institutions. Some create different performance management system for local and international academic staff. Honestly speaking it just creates more trouble in a long run. No parties will feel ownership for the institution then. Creating a challenging performance management system for the academic staff will push them to think out of the box, and for sure they won’t stick up only the textbook then. University’s need to employ a lecturer only those who at least have one or two-year corporate experiences. Thus, it will ensure the fine mix of knowledge both from academic text books and real-life experience.

As we knew that business leaders are counting on academic institutions: schools, colleges, universities and other training establishments for infusing well-qualified fresh talent into industry. In turn, academic institutions are continually determined for improving their output both in terms of numbers, and the quality of talent offered for varying jobs in different types of organizations. The excellence of output from an academic institution depends on the quality of their faculty, support services and infrastructure. Attaining these higher levels of excellence, institutions need to set high-performance goals for their academic and non-academic staff. These goals should be effectively measured at frequent intervals to bridge performance gaps, if any. Institutions which can efficiently manage the performance of their faculty, and other employees can leave their mark on industry.

Thus, having the best from class performance management system which only can be ensured through implementing e-HRM is not only a need of the hour but an enabler of excellence in an academic institution. Think about it and put your comments.

P.S: Any of my articles/write-ups can be shared, modified, used anytime for better Human Capital Management, with or without giving credentials. I do believe: Sharing is Caring :)

© Shaki, Ahmed R (2012), Candidate of PhD in HRM, UUM