HR ROLE ALIGNING WITH PERFORMANCE MANAGEMENT

 

The Human Resource department plays a crucial role in designing and implementing performance appraisals (Armstrong and Ward, 2005). In fact, the HR team serves as a mediator between functional heads or reviewing authorities and employees. It is the responsibility of the Human Resource team to ensure the smooth implementation of the appraisal process (Armstrong and Taylor, 2014).

HR departments play a essential role in the implementation and maintenance of performance management systems. Managers and employees depend on HR teams to ensure smooth operations. Performance management procedures are typically developed with the assistance of HR departments. Managers can place trust in the process created with their expertise. HR departments can assist line managers and supervisors in conducting constructive conversations with employees regarding their performance. This will not only enhance their performance but also contribute to employee retention.

A People Strategy typically comprises five components, forming a structured and integrated framework for people processes to ensure alignment with your objectives and aspirations.

 

1.      Values and Behaviors

We can assist in establishing clear expectations of behaviors that you anticipate from every employee. Values are the core beliefs and principles that are deemed essential by an organization. They represent the fundamental ideals and standards that guide decision-making and behavior within the organization. Behaviors, in the context of an organization, refer to the observable actions, conduct, and interactions of individuals within the workplace. These actions reflect how individuals embody and express the organization's values in their daily work.

2.      Workforce Planning

Workforce planning is a strategic approach to managing an organization's human capital to ensure it has the right people, with the right skills, in the right positions, at the right time, and at the right cost to achieve the organization's present and future objectives.

3.      Performance and Development.

Performance management focuses on assessing and optimizing current performance, while employee development concentrates on enhancing skills and capabilities for future growth and career progression. Integrating these processes creates a holistic approach to managing and nurturing talent within an organization.

4.      Reward & Recognition.

Reward and recognition programs are crucial elements of an organization's strategy to motivate, engage, and retain employees. A well-balanced approach that considers both financial rewards and non-monetary recognition can contribute to a positive and high-performing workplace culture.

5.      Communication and Engagement.

Effective communication is the foundation of employee engagement. Organizations that prioritize clear, transparent, and open communication are more likely to have engaged employees who are committed, motivated, and aligned with the organization's goals. Communication and engagement are interconnected elements of a healthy organizational culture.

 

Current employment practices in HR of Performance Management

The HR department plays a significant role in the performance management system at Lalan Printing & Packaging (Pvt) Ltd (LPP). The HR team sets goals for each employee without any personal influence, following company standards and policies. They conduct the evaluation process in collaboration with managers representing the relevant sections every six months. Afterward, the HR team conducts feedback sessions with employees to share evaluation results and communicate the stage at which they achieved their goals set by the management. Finally, based on the evaluation, the HR team proposes promotions, increments, training programs, transfers, etc., for each employee.

 

Conclusion

The HR team, along with all other members, plays a significant role in the success of the performance management system set by the management. The success of the performance management system depends on how employees engage with the procedures and processes set by the management. Ultimately, a successful performance management system benefits both the employer and the employees.      

 

References

Den Hartog, D.N., Boselie, P. and Paauwe, J., 2004. Performance management: A model and research agenda. Applied psychology, 53(4), pp.556-569.

Hailey, V.H., Farndale, E. and Truss, C., 2005. The HR department's role in organisational performance. Human resource management journal, 15(3), pp.49-66.

Armstrong, K and Ward, A. (2005) What Makes for Effective Performance Management? The Work Foundation, London.

Armstrong, M. and Taylor, S. (2014) Armstrong's Handbook of Human Resource Management Practice, 13th edn. London: Kogan Page Publishers.

Armstrong, M. (2009) Armstrong's handbook of performance management: An evidence-based guide to delivering high performance, 4th edn. London: Kogan Page Publishers.