Performance appraisal management system: Improving workforce performance to drive better business results

by | Jul 30, 2009

The prime concern of managers is keeping a check on overall employee workplace performance. With decreased workplace regulations and the overall workplace culture culminating to more informal work processes; it becomes increasingly difficult for managers to monitor employee performance on a piecemeal basis. Add to this, the virtual workspace in which the companies operate and you arrive at an organizational structure which is characterized by overburdened managers struggling with dispersed information about their employees, which sometimes crosses even international boundaries.
As a result of pitfalls occurring due to the absence of a direct reporting relationship between a manager and his employees, e-performance appraisal which provides a single interface for managers and their respective employees to interact with each other is widely gaining traction.
e performance appraisal aids in goals setting process by making it more transparent, accessible and fast. It empowers managers to set & assign goals which truly contribute to an organization’s success in long term, instead of assigning bits and pieces of work here and there. Once goals are assigned to an employee; it seamlessly tracks employee goal status at any point of time through system mediated automated mechanisms.
It provides a 360 degree view of employee performance by bringing goals and competencies together as a part of appraisal process. Competencies are skill sets that form baseline of the desired level of work performance; these are derived by the organization’s notion of skills, which have become rather necessary to attain purported strategic objectives. Managers can further evaluate individual employees based on the goals or KRA’s and competencies which are mapped to their individual job profiles.
Thus there is no “one size fits all” story inherent in the performance appraisal process; instead the process becomes more customized to individual job profiles and responsive to organization needs by tracking employee performance on a regular basis, bringing out the best performers, improving the average and shunning the worst.
This gives entirely a new dimension to the traditional measure of performance tracking of employees as it makes workforce performance appraisal a meaningful, ongoing strategic process rather than being relegated to a transactional, annual exercise.
Conclusion:
Organizations now live in a world where they have to be much more concerned with competing on the basis of their brainware rather than hardware. How they manage talent is something that will make a profound difference in their success. A more sophisticated use of performance metrics thus seems essential in establishing a clear link between employee performance and its impact on corporate performance.

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