The yin and yang method of improving employees' performance
leadership-enablement initiatives. The yang exhorts HR managers to create tools and processes that can supply real-time data to support these performance dialogues. This includes accessing in-depth and updated data on performance, using performance comparison indicators such as historical figures, average numbers and market data, studying drivers of performance and analytics, and comparing rankings from similar functions.
The bottom line is that while the soft and the hard aspects of performance management transformation are seemingly at odds, they are in fact interdependent and can together orchestrate positive outcomes for the organisation. Once the yin and yang are integrated into HR parlance, the next goal should be to implement the new performance management system. In most organisations, performance measurement is a blind spot since it is only conducted at the end of the year.
Considering that employee performance is key to organisational success, it should be more dynamic and agile. Key factors to consider when creating a robust performance management system include: A robust role and key result areas (KRA) library: Google Maps is a great driving tool. It offers more than just a sense of direction, keeping you on the right path.
The roles and KRAs that are assigned to employees should be similar. They should ideally reflect the specific job that an employee performs, and be easy to measure and seamlessly link to the system. Prior to an implementation we executed for a leading Indian bank, only about 7% of the existing job profiles were measurable, with most work evaluation metrics bordering on the highly subjective.
Read more on livemint.com
