Have you ever wondered why some teams in other companies continue to perform outstandingly year after year ?
The challenge of a growing company is to get everyone in your team to understand and commit to your vision and goals. Some may share your aspirations, while others work just to get their salary. You feel frustrated because not everyone is working with the same unity and desire towards the company's goals and objectives.
Wouldn’t it be great if you can replicate that same focus and drive with your team ?
EZHR links employee performance to the company’s goals. we can help you improve on employee productivity and mindset, align your team's performances with your vision and goals.
Performance management is a well-developed method used for measuring and ensuring goals set by the organization are being met efficiently by all the employees.
Advice and Design on Your Performance Management Process
We'll help you to design, advice and align your team's performances with your vision and goals by:
Design of Performance Management System
Linking the Human Resources objectives with Organization objectives
Design, implementation and execution of 360⁰ appraisal system
Succession Planning
Promotions/rewards
Role clarity/Compensation and reward/recognition
An organization's leaders may believe that their performance management system is functioning as it should. However, as with any system of business practices, employees' perceptions and experiences with it may be very different. A good way to determine whether the system is being used consistently and administered fairly is to conduct an independent audit of the way the appraisal system affects various groups of employees.
COMMON PROBLEMS OF THE PERFORMANCE MANAGEMENT
1) Lack of top management support - If senior management does not send a message to managers and supervisors that the process of rating employee performance is a valuable use of their time, they are likely either to fail to commit the time or simply to fill out the forms but not engage in the important discussions with their employees. Unless senior management actively participates in the process and takes primary responsibility for it, managers and employees will remain unsure of its value.
2) Perception of the process as time-consuming "busywork" - Without an organizational commitment to the process and a clear understanding of how it contributes strategically to the organization's successful performance, managers will view it as "busywork" of little value and a waste of time.
3) Failure to communicate clear and specific goals and expectations - A manager's specific expectations must be clear for an employee to be able to implement an agreed-on goal. Goals can direct attention, increase persistence and motivate the development of strategies or plans to attain those goals. Clarifying and discussing the performance goals for the coming year is a valuable use of a manager's time and will help avoid miscommunication and surprises. Follow-up communications can be used to reinforce specific goals and to serve as reminders to employees about their progress.
4) Lack of consistency - In most organizations, some managers are perceived as "tough" and others as "easy." This inconsistency may result in varied interpretations of an organization's performance rating scale as applied to employees in different groups. Therefore, HR should train managers in using the rating system so that inconsistencies do not occur. Despite training and the best of intentions, differences in the interpretation and application of the rating scale are almost inevitable. Accordingly, some organizations apply higher levels of review to calibrate ratings across a larger group or even an entire workforce. Organizations can develop a calibration system to ensure consistency between raters, between different departments and between jobs.