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NIPSTEC
D-82, Malviya Nagar, New Delhi-110 017
(Code No.1640)
COMPETENCY MAPPING
IN
HCL COMNET LTD
(A Subsidiary of HCL Technologies)
PROJECT
By
1
I hereby declare that the project report entitled:
COMPETENCY MAPPING
IN HCL COMNET LTD
to
2
The project report of ABC is approved and is
acceptable in quality and form.
Name Name
Qualification Qualification
Designation Designation
3
This is to certify that the project report entitled
COMPETENCY MAPPING
IN HCL COMNET LTD
By
SH ABC
(Reg. No.)
Certified
4
ACKNOWLEDGEMENT
I, ABC, student of Sikkim Manipal University, MBA, 4th Semester had a great
I am thankful to Mr. Kalyanraman, Head (HR) HCL COMNET LTD- for their
solid foundation and without which it was not possible to complete this project.
I would like to thank all of them for their ideas and support.
(ABC)
Reg. No.
5
Part -I
Summery
PART – II
Overview of the Organization
6
PART – III
Project Overview
PART – IV
1 Bibliography 86
7
1. INTRODUCTION
8
Develop their skills, knowledge and capabilities both
to their and the organization’s advantage and
9
1.5 The employee and organization are being met.
Performance reviews help supervisors feel more honest in
their relationships with their subordinates and feel better
about themselves in their supervisory roles. Subordinates
are assured clear understanding of what’s expected from
them, their own personal strengths and areas for
development and a solid sense of their relationship with
their supervisor. Avoiding performance issues ultimately
decreases morale, decreases credibility of management,
decreases the organization’s overall effectiveness and
wastes more of management’s time to do what isn’t being
done properly.
10
2.1 AIMS
Employee Viewpoint
From the employee viewpoint, the purpose of Competency
Mapping is four-fold:
1. Tell me what you want me to do.
2. Tell me how well I have done it.
3. Help me improve my performance.
4. Reward me for doing well.
11
Organizational Viewpoint
12
to align responsibility and accountability at every
organizational level.
13
Appraisal offers a valuable opportunity to focus on work
activities and goals, to identify and correct existing
problems, and to encourage better future performance.
Thus the performance of the whole organization is
enhanced.
14
genuinely interested in their individual performance and
development. This alone can have a positive influence on
the individual’s sense of worth, commitment and
belonging.
15
3. METHODOLOGY
Research Methodology
16
slightest default or negligence on the part of the recording
officer may lead to injustice to the officer reported upon
by marring the future of the employee.
4. ANALYSIS
17
emphasis on the contents/design part, spending much of
time, money and energy on designing most suitable,
objective, comprehensive…. formats, it comes to a naught
if the appraising process is not conducted properly.
Effectiveness of the Competency Mapping system depends
on how seriously it is perceived, importance given to it by
both the subordinate and reporting officer, and the impact
it is going to have on possible rewards and punishments.
18
5. CONCLUSIONS
6. RECOMMENDATIONS
19
Mapping process and actions taken on appraisal records
should be timely, objective and specific. Line managers
should be impressed on conducting appraisal and utilizing
it properly for organization’s benefit and conducting
appraisal should get integrated with counseling, mentoring
and proper implementation of training policy.
20
An overview of the organization:
Born in 1976, HCL has a 3 decade rich history of inventions and
innovations. In 1978, HCL developed the first indigenous micro-computer
at the same time as Apple and 3 years before IBM's PC. This micro-
computer virtually gave birth to the Indian computer industry. The 80's
saw HCL developing know-how in many other technologies. HCL's in-
depth knowledge of Unix led to the development of a fine grained multi-
processor Unix in 1988, three years ahead of Sun and HP.
HCL's R&D was spun off as HCL Technologies in 1997 to mark their
advent into the software services arena. During the last eight years, HCL
has strengthened its processes and applied its know-how, developed
over 30 years into multiple practices - semi-conductor, operating systems,
automobile, avionics, bio-medical engineering, wireless, telecom
technologies, and many more.
Today, HCL sells more PCs in India than any other brand, runs Northern
Ireland's largest BPO operation, and manages the network for Asia's
largest stock exchange network apart from designing zero visibility
landing systems to land the world's most popular airplane.
across.
21
Employee strength 51,000 as 30th September, 2007 (including
subsidiaries)
India Presence Offices in 170 cities & over 360 service locations
HCL’s Offerings
22
over the years. HCL leverages its domain expertise, coupled
with proven frameworks to help customers gain efficiencies for
faster time-to-market. HCL is instrumental in radically reducing
customers' operational expenses and maximizing ROI. Solutions
support areas include:
Our Vision
23
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Statement of Values
24
traditional job analytic approaches to personnel selection, the
competence-testing movement was described by McClelland by study of
foreign-service officers. “Testing for Competence Rather than
Intelligence”-McClelland’s landmark paper has continued to stir debate
even after a quarter century.
Klein’s (1996) offered one more definition which diverges the most from
the others by suggesting that competencies are a collection of observable
behaviors, or behavioral indicators. These Behavioral indicators are
grouped according to a central theme, which then becomes the
competency. Klein suggests that the behaviors underlie the competency;
this is contrary to other definitions, which suggest that competencies
underlie behaviors.
More recently, Rowe raised the same issue and discusses competence in
terms of a skill and a standard of performance and defines competency
25
as a behavior needed to achieve competence. This is similar to Klein’s
argument that competencies are not psychological constructs thematic
groups of demonstrated observable behaviors that discriminate between
superior and average performance. These behaviors require no
inference, assumptions, or interpretation.
However the gurus in this field feel very strongly that it is necessary to
distinguish between competence (hence competences) and the
competency (hence competencies). Disaster, they claim, will overtake
anyone who confuses the two terms. Whether this is true or not, the
received view of the distinction between them should be understood
Competence Defined.
26
Competences are concerned with effect rather than effort and with the
output rather than inputs. Some people adopt what may be called the
output model of competence, based on the proposition that the concept of
competence is meaningful only when it is demonstrated that
competences have been applied effectively.
Competency defined
27
Competency is defined as referring to the dimensions of behavior that lie
behind competent performance. These are often called behavioral
competencies, because they are intended to describe how people
behave when they carry out their role well.
28
initiative distinguished the most successful from those who were merely
good to keep their jobs.
There are two levels of job competence and two kinds of job competence
models. One assesses the threshold competencies, those that people
need in order to get the job done. These are the minimal skills needed to
carry out the tasks associated with a given position. Most organizational
competence models fit into this category.
29
At a simplistic level, competency models seek to identify the
ideal combination of skills, knowledge, attitudes and experience,
the possession of which enables employees to become high
performers with the potential to add value to the organization.
1. Worker- oriented
2. Work-oriented
3. Multidimensional
Worker-oriented definitions:
• The behavioral characteristics of an individual that are
causally related to effective and/ or superior performance
in a job. This means that there is evidence that indicates that
possession of the characteristic precedes and leads to effective
and /or superior performance on the job.(Boyatzis,1982)
• An underlying characteristic of an individual that is
casually related to criterion referenced effective and/or
superior performance on the job. (Spencer and Spencer,
1993)
30
Work-oriented definitions
Multidimensional definitions
31
Multi-dimensional definitions tend to draw on the best of both
approaches.
32
organization and attributed it to the core competency of the organization.
They postulated that organizations can possess unique clusters of factors
that allow the firm to be competitive and human capital is one of those
factors. The resource-based view conceptualizes the organization as a
collection of competencies and draws attention to the issues of learning,
including knowledge accumulation and experience.
A further consideration here is whether competency frameworks should
be based on current organizational priorities or should be based on
current organizational priorities or should be future oriented and derived
from organization’s vision statement. Such a dualistic choice is dependent
on whether one views competencies as a tool enabling organizational
change through direct communication with employees or whether one
believes that competencies should be used as a behavioral modeling
mechanism to deal with current organizational problems and difficulties.
COMPETENCY FRAMEWORKS
33
A Competency Framework is a model representing the required skills,
knowledge, experience and personal qualities for the people in an
organization. They can be grouped under the generic title of
Competencies. The Competency Framework is developed for an
organization through the competency mapping process.
Typologies
Sparrow and Hilltrop suggest that competencies fall into three
categories: behavioral, managerial and core. Behavioral competencies
are defined as behavioral repertoires, which employees bring to and input
on the job. The level of analysis is the individual and the job and there is a
clear specification that these competencies are what employees need to
bring to the role /job to perform at the required level. Managerial
competencies tend to be defined as knowledge, skill and attitude and
small number of personal behaviors. The unit of analysis is the
organization and it is assumed that such competencies are generic; are
externally transferable and there is an entry-level threshold. Core
competencies derive from within the realm of strategy and competitive
advantage. The unit of analysis is both an organizational and individual.
Boyatzis(1982) made earlier attempts to specify competency frameworks
when he distinguished between “threshold” and “high performance” level
competencies.
The Kioto people management model, for example (Devisch,1998)
categorizes competencies as core, functional and specific competencies.
Devisch argues that the concept of core competency refers to the means
by which employees adjust to the corporate culture of the organization.
Functional competencies are linked to job roles and the way in which they
interact with other roles. They can be both technical and organizational in
nature. Specific competencies are defined as attributes that a person is
required to bring to a job, in order to ensure successful performance.
34
Kujipers (2000) adopts an even broader perspective and proposes a
typology of competencies which consist of three levels:
1. General working competencies, which she defines as
competencies required for different working situations and at
different time periods.
2. Learning Competencies, which consist of bundle of competencies,
which facilitate the development of working competencies.
3. Career related competencies, which are defined to manage
working and learning competencies within a personal career path.
COMPETENCY MODELS
THE OUTPUT MODEL
35
The most radical model and by far the most powerful in impacting current
managerial education and training is the output model. It is at the heart of
Management Charter Institute work. This model is primarily concerned
with:
Deciding what outcomes you want managers to achieve.
MCI has analysed, defined and published generic occupational standards
– called management standards – for four levels of management:
supervisory, first line, middle and senior. They are what MCI calls
‘Benchmarks of best practice’.
Generally the standards are defined in this way:
Occupational standards are not descriptions of the performance
itself (specific activities or tasks), nor the means of achieving competence
(knowledge and skills learned through the training program) not the
means of measuring quality or achievement (assessment) nor the
process by which the achievement is recognized publicly (qualifications).
Standard are ‘bench marks’: descriptions of the expectations of
employment against which the actual performance of individuals will be
compared and assessed as competent, or not competent as appropriate.
In the output model, descriptions of competence are derived from a top
down analysis of a job function called functional analysis. This entails a
cascade of questions. The first question for each level of management is:
• Manage operations
• Manage finance
36
• Manage people
• Manage information
The units of competence are then broken down further into their into their
elements of competence (something you are able to do as part of that
achievement).
37
THE MANAGEMENT STANDARDS MODEL
O
U
T
P
U
T
38
As an extension to its work on the output-based sets of management
standards, and for use as a complement to them, MCI
developed the Personal Competence Model.
The MCI model consists of four clusters and against thirteen dimensions.
Shown in the following figure.
1. Planning to optimize
the achievement of • Showing concern for excellence
results. • Setting and prioritizing objectives.
• Monitoring and responding to
actual against planned activities
39
The input model
The input model is concerned with deciding what qualities you want in
managers, who the manager is and what the manager knows.
Here competence is thought to depend on the possession of combination
of personal characteristics, expressed in clusters, such as the following:
• Intellectual ability, knowledge, logic, creativity, etc.
Items in the input model such as these are sometimes called ‘soft skills’,
compared with the tangible outputs required from the output
model. When selecting or developing managers, these factors
40
lead to questions about the kind of person they are, their level of
education and what skills they have. This model of competence
is the prevalent approach in the USA.
Process model
The process model takes the model of personal inputs a step further. It is
concerned with deciding what tasks you want people to carry
out.
The process model is easily recognizable in the design of many traditional
training and selection activities, but nowadays it is the least
discussed of the three models at this level, being more relevant
for low- level, mass occupation.
O
R C M C
ORGANISATIONAL COMPETENCE DOMAINS
O O A O
ENVIRONMENT G M N M
A P A P
N E G E
I T E T
S E R E
A N I N
T C A C
O E L E
41
N
COMPETENCIES
ORGANISATIONAL
CULTURE COMPONENTS OF
COMPETENCIES
COMPETENCY LEVELS
MASTERY
42
RECOGNISED STRENGTH
(Conscious of
unconscious
competence)
INDEPENDENT COMPETENCE
(Unconscious Competence)
SUPPORTED COMPETENCE
(Conscious Competence)
UNDERSTANDING
(Conscious Incompetence)
UNAWARE
(Unconscious Incompetence)
Unaware (UA)
Fails to recognize the relevance of competency to
their job.
Yet to acquire knowledge or experience in the area.
43
Insensitive to issues related to competency, failing to
bring them to the attention of others inappropriately
trying to deal with them
Doesn’t not recognize own limitations, unwilling to
learn
Understanding (U)
• Acquiring insight and knowledge in the
competency.
• Has sufficient understanding to answer
general questions or enquiries with
confidence.
• Has not yet fully demonstrated competence in
practice.
• Ready for closely supervised delegation
• Recognize own limitations and is ready and
willing to learn.
44
• Seeks out opportunities to apply their
developing competence in challenging
situations.
• Seeks to demonstrate that they can
work more independently
45
• Is actively involved in the transference
of knowledge and expertise to others
with respect to this competency.
Mastery
46
The Development Curve
The scale below illustrates the development of an individual’s levels of
competence.
E
V
E
L
S
O
F
C
O
M
P
E
N
T
E
N
C
E
EXPERIENCE
47
Competency mapping had not been hitherto used
as a Human Resource Management tool. HCL COMNET
LTD took the charge of Telecom Solutions in India as
well as across the world in the year 1992, It has
constantly felt the need to increase its manpower to
meet various customer expectations. However, The
organization has been undertaking this function without due deliberation
into the Competency Mapping, which can actually aid them in finding
specific selection parameters of eligible candidates for particular
designations.
Thus this was the right time to conduct a sample study on Competency
Mapping at this juncture in the organization. Thus far, no studies on the
same have been conducted in the organization. The findings of my
research would initially be used in the process of Recruitment & Training
purposes & later the scope would extend to other HR functions viz.
Performance Management Systems by carefully defining Key Result
Areas (KRA) for different departments & Effective Pay & Grading System
for increased employee satisfaction.
48
5. To provide the functional heads with parameters for drawing well
rounded and effective performance management processes.
Types of Data:
Primary Data
49
interrelationships, external linkages, skills requirement for higher
performance and training needs etc.
Secondary data
Secondary data means data that are already available i.e., they refer to
the data, which have already been collected, recorded and analyzed by
someone else.
50
This data has the advantage of being
• Cost and time effective
• It provides a reference base to the study
51
UTILITY OF STUDY
52
Activities of Commercial Department are the following --
New order
Client Solutions
Billing
Recovery
53
Grades and Designations of the officers
S No. Grade Designation
1 A-1 Officer/Engineer
2 A-2 Sr. Officer/Sr. Engineer/Asst. Manager
3 A-3 Dy. Manager
4 A-4 Additional manager
5 A-5 Manager /Business Manager
6 A-6 Sr. Manager
7 A-7 Chief Engineer/Chief Controller of Finance & A/Cs/
Chief Personnel Manager/ Chief of Management
Training and Development/Chief Manager
8 A-8 Dy. General Manager*/Addl. vice President
9 A-9 General Manager/ Vice President
10 A-10 Executive Director/Group General Manager/ Senior
Vice President/ Chief General Manager
11 A-11 Board of Directors/CEO
12 A-12 Vice Chairman
13 A-13 Chairman
.
54
Business Manager (Commercial) Hierarchy and
Reporting structure
BUSINESS
MANAGER
Accountant
Metering
Recovery
Records
Division Level-1
------------------------------------------------------------------------------------
Division Level -2
--------
Customer Assistance
55
WORK PROFILE OF BUSINESS MANAGERS
to same.
1. PATIENCE :To remain cool and poised with every type of client in
any condition.
To have composure, maturity and self control in dealing with all
types of customers-external as well as internal.
56
To remain ready to hear any absurd word from disturbed
consumers.
57
abilities and instruct, direct or train them for high
performance.
To identify people’s needs for further growth and give pertinent
training in this regard.
To offer timely and correct feedback to subordinates for
improvement.
To acknowledge people’s strengths and coach them to concentrate
on same.
TECHNICALCOMPETENCY SET
58
To work out justified reasons for the issue cropped up.
To hit upon a solution to consumer questions within novel and
updated technology framework.
59
o Training should be regularly undertaken with new
aspects attached related to new technology in use
etc.
Favorable time
4-5 days prior to four due dates in a month and training dates should
be informed well in advance for more attendance, effort and zeal.
IT DEPARTMENT
The Information Technology (IT) Department at HCL COMNET LTD is
involved in modernizing the present computing infrastructure and
providing assistance to the other department employees to use advanced
techniques and emerging technologies in a secure and reliable
environment.
Software’s related to Database maintenance & monitoring, Data collection
for billing, Consumer billing and attending to online consumer grievances
are successfully developed and implemented in all circles and districts.
60
SAP (System Application Products)
SCADA (Supervisory Control And Data Acquisition)
GIS (Geographic Information System)
For working towards a world class electric utility.
HEAD IT
WORK PROFILE
Department head of Information Technology Department
Monitoring of all projects and activities in terms of time of completion
(daily, weekly and monthly) as per activity times defined, cost limits
etc. undertaken by IT dept.
Approvals for different new projects/technology and annual budget
decision for dept.
Negotiation with vendors for discounts and extra facilities for unlisted
items by HCL COMNET LTD.
Understand software or automation requirement by all other
departments of HCL COMNET LTD
Careful scrutiny of all ongoing projects.
Responsible for providing better IT service to whole organization with
optimization of all costs.
Pre and post release testing of all IT modules.
Enhance improvement in all ongoing projects and pushing ahead.
Technology is same for whole organization as per corporate
planning, Resource planning.
Requirement is to review the planning, give new ideas and
discuss the relevance of all projects in present scenario. Role
of Head IT is of a facilitator and not inspector so that no havoc
is created.
61
REPORTING
Dual reporting –
Administration wise: In NOIDA office
Technically: To Corporate office in NOIDA
62
3. LEVERAGING DIVERSITY – It is the ability to cultivate
opportunities through different kinds of people and
their skill set.
Respect and relate well with people
possessing different technical skills.
See diversity as opportunity and blend well to
get best out of people.
Understand every member as crucial and give
due importance.
4. NEGOTIATION – It is the art to confer with another to reach at a
solution via mutual agreement.
Magnanimous spirit will be winning strategy in long
run.
Compromising with other party more or less equally.
Reaching a consensus based on mutual
understanding of each other’s needs.
Listens attentively to second party and using varied
styles to put point.
FUNCTIONAL COMPETENCIES
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2. PLANNING- It is the art of setting plans and agreeing for
department to complete goals in calculated time and
resources.
Ensures all plans are achievable in constraints.
Sense risks and manage them in time and least effort
Plans well so that system will not stop working in any
scenario.
Scheduling of all activities and working according to
priority.
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Management of all aspects related to project e.g. costs,
time, manpower etc.
HEAD SYSTEMS
WORK PROFILE
Responsible for -
Software development in commercial areas of business.
SDLC requirement fulfillment of whole Delhi region.
Development, testing, implementation of various
software .
And later on providing support for similar modules.
Imparting of training to end users of software created.
Successful Business Process Reengineering (BPR).
Bridges the gap between user of new system and
software developer through interactions.
Revenue Cycle Generation module in billing by 20 lakh
customers.
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Deals with finance, administration, legal, enforcement and
customer care department for any software requirement.
Understand internal customer needs and acts as an
interface with software programmer.
Building different cross functional teams of diverse talents
and capabilities according to quantum of work.
Monitoring the progress of projects undertaken to
complete them in least possible time and resources.
COMPETENCIES REQIREMENT
BEHAVIORAL COMPETENCY SET
1. UNDERSTANDING OF BUSINESS- It is the ability to
grasp the working and knowing the gaps of all aspects of
power sector.
Knowing business capabilities and growth parameters.
Improving the business performance with every decision taken.
Focus on consumer support model with system integration and
automation.
2. ANALYTICAL SKILLS- It is the art of weighing the pros and
cons in very uncertain and ambiguous situation and developing
optimal and creative solution.
Judging any situation with proper analysis.
All perspectives should be considered before making any
decision.
Business relevance and all post effects are taken care of.
Logical understanding of any issue crop up.
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Using every minute available in useful work.
Scheduling all the activities with strict time frames.
Execution of all projects by sticking to planned schedule.
FUNCTION COMPETENCY
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1. SOFTWARE DEPLOYMENT- It is the ability to use system
thinking in all stages of software development to
implementation.
Understanding of how software can be implemented in
current system.
Feasibility of automation of any work process
Analyzing the optimal capability of software in any framework.
Interface between user needs and software developer for
better understanding and use of resources.
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o Communication skill training is the cry of hour for this
organization.
o Time management training can be imparted.
o Leadership and negotiation skill training.
o Induction program should be launched and implemented in
HCL COMNET LTD.
o In-house trainers should be employed who will take care of
all training needs of departments as follow up is necessary
and essential for greater effect.
o Technical modules should be provided on intranet site for
effective and ease in learning.
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Manager A-5 Projects • IT support by software 15+ Years
development, procurement
and implementation except
billing.
• Finding relevance of
applications of new
technology areas.
• Studying, evaluate and
analyze new software tools
for use in organization.
COMPETENCIES REQUIREMENT
70
3. LEADERSHIP SKILLS- the ability to provide vision to the teams,
inspiring and guiding individuals to goal accomplishment.
Plans for the teams and delegating work to them.
Making every individual move towards mission.
Channelising team towards increasing productivity.
TECHNICAL COMPETENCIES
1. PROBLEM UNDERSTANDING AND SOLVING- The ability to
understand any issue in current state from all perspectives
and finding applicable solutions.
Distinguishing symptoms from causes of any issue.
Anticipating ideas to resolve the issue quickly.
Understand the needs of internal customers of organization and
apply systems approach to find a workable solution by technology.
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2. UNDERSTANDING OF NEW TECHNOLOGY- The ability to
understand and appreciate the new tools and techniques
with hybrid applications.
Bent of mind to imbibe new technology.
Appreciate use of new tools in current system to improve business
performance.
Awareness of environment in terms of networking, databases,
storage systems etc.
3. SYSTEMS APPROACH- The ability to integrate all components
of a system
With support of information technology and see the effects in
totality.
Don’t divide the process into sub processes.
Find solution with integration approach.
Holistic way of understanding any problem scenario to find
solution.
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Projects Communication o Communic • Praised
ation Transformatio
o Team nal leadership
behavior workshop by
skills external
o Office trainer.
discipline
INFERENCES
In competence mapping self appraisal is also an important
feature for it provides a perspective from employees’ point of
view. It communicates his contributions, accomplishments and
reflections on various facilitating and inhibiting factors which
played a role on attaining or otherwise of the goals he set for
himself.
73
own biases creep in, put the subordinate at ease, set a
constructive tone, listen to subordinates’ self appraisal, present
his own evaluation of subordinates’ on the job performance,
discuss areas of difference of opinion and arrive at mutually
agreed workable solutions for realizing future goals and for the
fulfillment of professional goals of the subordinate and the
organizational goals.
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If you want the employee to do something, you must tell
him/her exactly what you want: what jobs or tasks are most
important, what skills and behaviors are required and
acceptable, what goals should be accomplished, and what result
you expect. There are two (2) primary ways to accomplish this:
providing the employee with a job description and setting goals
and performance expectations.
RECOMMENDATIONS
75
accomplish the set goals. Competence mapping through
Performance management is an ongoing process that involves
regular goal-setting, communication, evaluation and allocation
of rewards or consequences. A good performance management
program has a number of advantages. A good program can
help you get the best from your employees, because when
employees know that attention is being paid to their
performance, they are generally motivated to work better.
Performance management helps redirect employee efforts. An
employee may be working hard, but working on the wrong
things. Sessions throughout the year will enable a manager to
keep tabs on what employees are working on, in order to direct
efforts to better fulfill company goals. Periodic performance
management gives managers a measuring tool by tracking
whether employees are achieving specific goals set for them and
with them.
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• Assignments, tasks and objectives can be agreed
completed and reviewed quickly – leaving actions more than a
few weeks reduces completion rates significantly for all but the
most senior and experienced people.
• Objectives, direction, and purpose is more up-to-
date – modern organizations demand more flexibility than a
single annual review allows – priorities often change through the
year, so people need to be re-directed and re-focused.
• Training and development actions can be broken
down into smaller more digestible chunks, increasing success
rates and motivational effect as a result.
• The ‘fear factor’, often associated be many with
formal appraisals, is greatly reduced because people become
more comfortable with the review process.
• Relationships and mutual understanding develops
more quickly with greater frequency of meetings between
manager and staff member.
• Staff members can be better prepared for the
formal appraisal, giving better results, and saving management
time.
• Much of the review has already been covered
throughout the year by the times comes for the formal
appraisal.
• Frequent review meetings increase the reliability of
notes and performance data, and reduces the chances of
overlooking things at the formal appraisal.
Self-assessment :
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• It is likely to reduce defensive behavior.
• It provide scope to run review meeting as a constructive
and open dialogue by reducing the top down
developments of traditional performance approach.
• It helps to generate less irritate and more positive
discussion.
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The perforated sheet in the appraisal format which contains the
area of training required by the employee to enable agreed
action to happen, must reach HR Division and it becomes the
responsibility of the Reporting Officer to ensure that such
training needs are taken care of on a timely basis. If not
provided, next year’s appraisal report should highlight it and the
employee should be given due weightage on his performance.
*****
BIBLIOGRAPHY
79
The Learning Organization, Volume 7. Number 4,2000,
pp206-220
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