Good Practice Performance Management System - Case Study Example

Good Practice Performance Management System EDS needs a clear cut performance management system so that all of its tasks and activities are brought under a proper procedure. This will help solve the anomalies present within EDS as well as look after the needs of the employees and workers. The HR function of EDS seems dependent on just two individuals who have worked solely in the areas of recruitment and payroll. This is not enough for a company of EDS’ stature which is on the expansion side. The HR function needs to be developed in such a way that the employees feel more attached with the internal working domains of the organization more than anything else. At the present, the EDS employees do not quite feel the need to be accountable as per the EDS HR code. The reason for this is that there is absence of this code in the first place. A proper performance management system in the EDS environment will keep the employees on their toes and demand of them to work in line with the organizational code of conduct and the working procedures that have been drafted. The incorporation of sound working scenarios will give the employees a reason to gain satisfaction as far as their tasks and business activities are concerned. This is important because a performance management system ensures success and achievement on the part of the employees. It gives them a quick appraisal of their strengths as well as outlines their weaknesses within the present domains of organizational undertakings and endeavors (Bassett 1993). The new HR manager that needs to be appointed within EDS should be well aware of the weaknesses that are present within the organization. He must know beforehand what kind of environment he is going to be a part of. This is significant as it will outline the exact mechanism under which he would be able to perform his operations and complete his work tasks, in accordance with the needs and wishes of EDS itself. This HR manager needs to know that the current working domains of the HR department and its liaison with the other EDS units are not adequately sound. Therefore he needs to find out a way which will mesh the working mechanisms of EDS in a fair enough proportion. The HR manager will find a number of things not working to good effect within the ranks of EDS and he will see that the employees will usually find it difficult to cope up with a HR unit which has now devised new rules and policies. Therefore the need is to remain stern with regards to the new policies that need to be adopted by the EDS’ HR unit. The sole roles of recruitment and payroll need to be exponentially increased in order to make the HR department of EDS a name to reckon with, in the related industry. This can only happen if the newly appointed HR manager understands his job well and is ready to take the plunge as far as his working routines are concerned. A good performance management practice will ensure that EDS understands the nuances related with its HR working basis. However at the present this seems like an improbable situation. The reason for the same depends a great deal on the organizational top management which is bent upon making the most of the already present scenario at EDS. The 300 staff members present within EDS need to have a more calculated approach towards their work tasks. This could be made possible when they are give adequate room to show their abilities and when their work regimes get a proper appraisal on an annual basis. The HR manager will ensure that the anomalies which exist within the present day system at EDS are removed. He will also assert the adequate role of HR within the company itself. The operational procedures will be taken care of by the HR manager and he will see to it that all the outstanding issues get resolved in a quick and proactive way. The future expansion plans which are the domain of the HR unit will be taken care of by this newly appointed HR manager. He will tell his subordinates to work towards an ideology that makes available the plans of the organization from both a short term perspective as well as drat codes and procedures in the long run scheme of things. Hence the initiatives that need immediate attention and action on the part of the HR unit will be taken care of in a smooth and subtle manner. As an external consultant, I would have to understand the intricacies involved with recruiting a HR manager (Pierce 1999). This would mean that I have to take into perspective the strengths and weaknesses that the candidates bring to the table. This would also imply that I must pay attention to the experience of the candidates that they have had in the past. However my analysis would be based on the kind of candidates that I will have for this HR manager vacancy. I would make sure that the right candidate gets selected for the job so that the long term growth, development and prosperity of EDS are dependent upon the shoulders of this individual. However this could mean problems of different nature coming to the fore. What I need to do is to remain consistent with my undertakings and show to the organization that I can recruit a HR manager who is aptly experienced and knows his trade very well. In the end, the organization will benefit due to his decisions and thus one should give significance to the appointment of the HR manager in entirety. I would report my findings to the Managing Director so that he could decide on the exact working domains of the candidate that has been chosen for the final interview and selection related measures. 2. The problems which might be faced in the introduction of such a system and what would need to be done to overcome these. A performance management system would ensure success for the sake of the organization but on the flip side, it would mean problems of different magnitudes for the people working within EDS itself. This is because nobody likes to experience a changing scenario. Same will be the case with the employees who will see that with the induction of the HR manager, they will start seeing things differently within the organization. To begin with, they will find that their working domains are now being properly scrutinized and that there is a person (HR manager) who keeps a check on the working procedures adopted by the employees, far and wide. The 300 staff members will start experiencing some problems. The ones who are more open to change and innovation at workplace will usually not mind the policy changes undertaken by the HR manager, but the ones who are skeptical of the very role of change at the workplace will see things in a different and negative manner. This performance management system would bring in benefits as well as problems for the employees who will now see that their good initiatives are being appreciated by the organization but their disruptive influences within EDS will mean bad appraisals and even demotions in some cases. Indeed this is a balancing act as far as work domains are concerned, and every organization would immensely appreciate such a working regime in essence. However with EDS this is going to be a strenuous task. This is because the EDS employees have had an easy ride thus far, and now they will start taking things in a different perspective. This would mean that their problems will be given much more significance than the same used to be the case in the past. On the other hand, the issues which remained close to their heart with regards to their work ethos and their work relationships will start coming to the fore more and more. This is because the HR department will work to good effect for the sake of the employees as well as for the organization itself. EDS will therefore find it easier to manage its employees over a long haul. Proper research into the working basis of employees will discern the exact ways and means through which they have been making the organization a scapegoat when it comes to the performance levels of the organization. This is a very alarming situation and one that requires proper planning and commitment towards the sake of the organization. The HR manager will manifest such things within his work routines so that he could find out where the anomalies have sprung up from and who would be the best bet to solve such issues in the first place. The essence of having a HR department within EDS will thus be accomplished – when employees know that they are being monitored as per their respective performance measures (Chladek 1996). With the introduction of such a performance management system at the workplace, the employees will feel that they are being mistreated by the HR department and indeed EDS. This is because no one wants to change for the sake of mere change. They would like to discern the exact benefits that they will get once the HR manager gets appointed and drafts new and novel policies within the ranks of the organization. Since the employees will show their displeasure at the behest of any such undertaking or action, it is considered appropriate to let them know what the HR manager and indeed a new and reformed HR department will comprise of, in the first place. They will be told of the advantages that the HR department will bring to the table, and how each one of them will be able to serve the organization in a better way once the HR unit is in practical existence. The role of the top management is of utmost essence here since it needs to inculcate values of trust and empathy with the organization itself, on the part of the employees working within the different cadres of EDS. The HR department will devise new rules and policies which would make the employees feel differently and at times in a negative way as per the new dictums under the aegis of the organization (Joyce 2000). The proper way to move ahead with the performance management system is to have a clear cut line of action so that the employees can digest its existence and thus contribute towards the organizational undertakings in a better manner in the future. The manner in which these issues could be overcome include the fact that the employees must be told in a very concise fashion that they would have to adopt the new HR dictum otherwise they are free to resign and move on. This is important because the writ of EDS must reign supreme. The non-unionized working domains suggest that the employees cannot form their own unions and thus go on strike until their demands are met. What they can however is to sit down with the top management and raise their concerns in a fairly adequate way. This will help lessen the burden which they feel upon their own selves. It will also give them a very good idea as to what the top management of EDS has decided for its employees in the long run. The ideological changes of EDS will also be discussed at length. The approach should be such that the top management plays a vital role at changing the thinking regimes of the subordinates and this can only happen when there is uniformity of thought and purpose within the employees under all circumstances and situations. However this requires of the employees to give in their very best no matter how hard the times turn out to be at the end. The symbiotic relationship between the employees and the EDS top management is very important for the overall working dynamics of the organization in the long run. Bibliography BASSETT, Glenn. (1993). The Evolution and Future of High Performance Management Systems. Quorum Books CHLADEK, Tony. (2006). Performance Management Is Here to Stay. Public Management, Vol. 88, September JOYCE, Teresa. (2000). Building a Balanced Performance Management System. SAM Advanced Management Journal, Vol. 65 PIERCE, Jon L. (1999). Effects of Introducing a Performance Management System on Employees' Subsequent Attitudes and Effort. Public Personnel Management, Vol. 28 Word Count: 2,027 Read More