Performance Management System- UTILISE IT PROPERLY

Performance Management System…What it is? Is it just a measure to judge one’s performance and appraise it in monetary terms? Well I really don’t think that PMS is being utilized by many of us(Even HR professionals) to the full extent.  There are so many queries everyday on the forum only to ask about which method to use, or requirement of a format, but what about clear understanding of PMS? What about its role in the organisation?

So, let us see the performance objective of the entire process. While the talks are mostly about compensation and promotion, there is hardly any focus on improvement and training which in itself speaks about how ignorant we are about this wonderful system called PMS or Performance Management System.

Appraisals should target at understanding performance issues amongst employees and working towards improving upon them, for the benefit of the individual and the company. The focus should not just be on assessing past performance, but also making plans for getting the best out of employees. These plans are called performance improvement plans and try to identify weaknesses or improvement areas of employees and provide solutions to improve upon them. Given below is the process that a supervisor should follow while creating these performance plans.

  • Clearly state the expectations: Clearly state the expectations from the employees in terms of performance and output. These should ideally be defined beforehand and should be used as reference when measuring the productivity. Also, these should be available for employees to refer to, so that they can analyse where they stand in terms of performance.
  • Feedback Management: Providing the feedback to the employees is one of the most negligent areas of performance management system. Positive feedback is given happily by the managers and even the HR Managers, but what about those who did not perform up to the standards, or those who did not get a good appraisal. Just providing ratings would not suffice the purpose, sit with them and tell them the areas where they performed well and gradually take the discussion to the areas where they require improvements and/or training.
  • Identify the problem areas: Now, with reference to the pre-defined expectations, identify the shortcomings. Try to list down the problem areas that may have lead to such problems. The problem areas could be technical issues like a lack of skill or personal issues like job dissatisfaction.
  • Communicate and discuss the problem areas: Communicate your observations to the concerned employee and take his/her views on it. Discuss and try to understand what was the cause of the problem and see if there is anything that you missed. A clear discussion helps you understand the reasons and helps the employee understand the problem areas, if he/she already does not know about it.
  • Find solutions: Now that the problem areas have been identified and agreed upon, it is time to find solutions. Since you have already identified the reasons for the problems, finding a solution should not be difficult. The solutions can range from shifting the employee to another department where his/her skills can be used more constructively or providing training and regular coaching to help the employee reach the expected performance mark.
  • Create a plan: After identifying a solution, create a detailed plan in discussion with the employee, that clearly contains the steps to be taken and the dates by which changes should start reflecting. This not only helps in creating an organised plan for development but also motivates the employees to meet the deadlines and show improvement.

Coaching and mentoring are also effective tools which can be utilized to fill the gap in the performance. Low rating is easily provided but suggesting remedies to work on those negative ratings is the actual performance appraisal.

Make use of the appraisal process to understand the problems of the employees and provide as much support as you can. Remember, the right type of guidance and support can incite great performances from the most reclusive individuals. And with such performance, not just the appraisees, but everyone stands to gain a lot.

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  • kshantaram

    Discussing facilitating and constraining factors, providing the needed infrastructural and moral support, identifiying mutually agreeable training needs and career paths, understanding unarticulated grivenaces and resolving them effectively and providing empathy, etc too are part of the holistic performance management processes and the system, accompanied by transparent rewards and recognition – making the whole process and the excercise mutually productive rather than a paper pencil helpless exercise ultimately used only for arbitary salary rises overruling the system at whim based on the influence the head of department is able to exercise through his personal clout.

    it is presumed the organisation has vision and strategic shared organisational objectives, planning and goal setting systems, training infrastructure and budget, organisation development capabilities, leadership capabilities, employee engagement and communication processes, rational compensation policies, hr policies in place, retention strategies including employee care and grievance redressel processes, empowered managers and hr department. the performance management system can operative effectively under a value system, leadership processes and the overall processes and systems and policy infrastructure and not in isolation providing the needed leadership support, financial support and infrastructural support.

    the objective is to galvanize high performance of the organisation through managerial leadership, team performances and individual performance providing all the systems and moral or emotional support and the motivational climate needed for organisational effectiveness.

    the idea is organisational performance and not just monitoring individual performance and rewards as an annual excercise. performance management is an on going 24×7 process with coaching and mentoring skills, effective leadership and supervisory skills under empowered team of people with leadership development and delegation with freedom to perform, experiment and make genuine mistakes, promoting business acumen, risk taking abilities and the entrepreneurial spirit across the organisation with a global outlook and local solutions with a spirit of continuous improvement and innovation at all levels. people working with head, heart and hands all the while under inspired leadership and well recognised from time to time both in word and kind.

    effective one minute goals, one minute praise and one minute reprimand maintaining the performance and emotional ecological balance is the art and the key, with effective situaltional leadership all the while.

    humble regards,


  • Gloom112000

    can any one give me the PMS points of in charge of chemistry in a super thermal power plant in a public sector company?

    Thanks in advance