HRM & Performance Management

Performance management is “a process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance” (CIPD). Performance management relates to the understanding of the individuals of the goals of their work and desire to perform it on a high level. Performance management comprises the development of skills that will become common in their daily routine. The employees should improve their skills every day and the performance of work will become better every day. The employers can obtain workers only if relations between them will be on the level of understanding and dedication to what they do. The performance management is “a strategy which relates to every activity of the organisation set in the context of its human resource policies, culture, and style and communications systems. The nature of the strategy depends on the organisational context and can vary from organisation to organization.” (CIPD) The main feature of the performance management is the cohesion the work of employers and employees. This process comprises such elements as learning and development.

The HR may face different challenges when aligning performance management strategies into life during implementing of organisational strategies to strategic goals and objectives.The expectations of the CEO do not always coincide with real abilities and desires of workers. An ideal model of the highly performed job is a desire of employee not only to earn money but to grow as a professional at work. Unfortunately, not always this model works in such a way. On the contrary, employees try to make the smallest amount of work and employers try to make them act. In such a case, disappointment in one another takes place and performance of work falls. The aim of performance management is to create such an atmosphere and provide such conditions that employees will have a desire to work on the highest level and to grow as professionals. “If people want more growth than the economy as a whole can provide, something has to give,” says Hay Group director of public sector consulting, Peter Smith. On the other hand, the objective of the CEO is aligning performance management and strategy and culture. The aim of the employer is not to make employer work harder, they should understand if they work smarter, they will obtain great bonuses.

In the process of work different complexities appear. Managing under-performance is one more complexity of performance managers. A manager has to point out clear objectives and build process of work in such a way that he will always receive accurate data from employees. Performance of employees should be fairly assessed and paid. He may provide workers with clear information and instructions. Every time manager wants to say something to the employee as to his work he should follow the standards of ethics: be objective, tolerant and keep up the principle of confidentiality. If the employee does not meet expected standards, manager should first try to explain what drawbacks he saw in the performance of work and only then, after giving some time to correct the work the manager should do some decisions. Role of the manger in this situation is to show the way worker should follow. Employees should know what should be undertaken during normal one-to-one discussions and employee should be told what improvement is required and how to achieve it. Employees have a responsibility to ensure they are clear about what is expected of them and seek out feedback and support to improve their performance. Employees have a duty to ensure that they perform to required job standards, behaviours and attendance. They are expected to engage positively and actively in improving and sustaining their performance to the required standard and to tell their line manager of any known factors which may impact their ability to perform to the standards expected.