Human resource management 5

Human resources management practice comprises several concerns. One of the major concerns of HRM is how people are employed and managed within the context of the organization. The chief objective of human resources is to ensure that the organization achieves its goals and thus success through human capital (Donate, Peña, & Sanchez de Pablo, 2016). It is also the objective of human resource management to increase the efficiency of the organization as well as its ability and capacity toward the achievement of the organization’s objectives. This is done alongside the best utilization of the available resources. This implies that HRM often deals with organization design, organizational development, and behavior, rewarding employees, performance management, employee relations as well as people resourcing.

In this context, HRM organization performance can be defined as the extent to which the organization’s human resources contribute toward the achievement of the organization’s goal (Daley, 2012). Therefore, performance management is a regular process that aims at improving the overall performance of the organization by improving individual performance and thus team performance. Performance management strategy is practical as it provides procedures for the study (Jiang, Lepak, Hu, & Baer, 2012). Therefore, it is all about setting the stage correctly, and hence performance management is an important tool for management in regards to the decision taken and implemented by the department of HRM.

This is because performance management provides integrated and strategic approaches that enable the attainment of sustainable development as it aids the development of individual capacity and hence that of the team contributing to the organization’s success. Performance management also provides the department of HRM with a method to formulate, implement and evaluate employees’ work performance. And thus it is designed to recognize performance requirements, develop performance as well as providing feedback in regards to the requirement the overall aim of performance management is to aid the process of career development. Besides, it establishes the culture of high performance in which team players and individual take accountability of the ongoing development of their expertise as well as business processes. And this is done within the framework of the organization leadership.
IntroductionAccording to Aguinis (2009), the main objective of performance management includes employees’ sustainability to find skills and knowledge to perfect their job execution. The other objective is to encourage the improved work standards. It also encourages employees to work toward achievement of definite goals while providing regular feedback on their performance. Performance management also aims at helping employees achieve personal growth. In the wake of swiftly changing business environment the key objective of any business is to make profits. This can only be achieved through attracting, motivating and retaining the skilled and talented workforce. Deloitte Inc. realized that the organization process of evaluating its employees work and then training, promoting and rewarding them is increasingly not corresponding with the organization objectives. As a result, the organization found the need to redesign its performance management so as to align it with the organization objectives.
The realization of the need to redesign the organization performance management was a result of a survey that was carried out within the organization. According to the survey, more than have that is about 58% of the executive questioned the existing performance management. As they believed that the current approach in regard to the organization performance management does not drive high performance either employee’s engagement. And as a result, they all recommended a new performance management that is real-time, nimbler and more individualized. That is a performance management that squarely focuses on fueling performance in future instead of assessing performance in the past. This paper will discuss HRM function of performance management in light of performance theory. While recommending the appropriate solution to the issues confronting Deloitte Inc. performance management.
Case DetailsDeloitte Inc. is a multinational organization that has been in active operation for over a hundred and fifty years. The organization is driven by its commitment to making difference in the marketplace. Since the organization was established the organization has grown in diversity and scale with approximately over two hundred thousand professional. The organization has presences in over one hundred and fifty countries as well as territories. The major function of the organization is to provide legal, tax, audit, risk advisory, financial advisory as well as consulting services. Despite the diversity of the organization, the company strives for shared culture in all the countries where it operates. The human resource of the organization has been committed to the natural outgrowth in all aspect of employee development (Buckingham, & Goodall, 2015). The HRM has been keen on talent development of the next generation. For continuous assessment of the organization functionality, the organization has invested in research on development and high performance. The organization also conduct its own empirical of the traits of the high-performance team within the organization. As a result, the unanswered question is what will the organization do to deliver a strength-based development? This implies the current approach to management of the performance is not in the best design for the organization and to realize profitability via the effective utilization of the available human resource the organization has to redesign its performance management approaches. The human resource philosophy that the organization has relied on for a considerable time in the past would not be enough to propel the next generation of effective performance.
AnalysisPerformance Management ProcessThe process of performance management helps organization and people to get into action, and as a result, such organization can achieve agreed and planned results. The processes majorly focus on elements such as what has to be done to achieve the organization goals and how it needs to be done. Conversely, the process also focuses on human resources development helping employees to learn while providing all the necessary support they need to perfect their job performance (Aguinis, 2009). The development and performance plan requires a collaborative effort between people and the managers. Majorly the process concentrates on role profiles, setting the objectives, how to assess performance, reward system as well as the development plan. In regard to role profile, the section describes the function of HR in relation to major result areas it describes the role of possessor as well as their behavioral competence this is important in maintaining the core value of the organization. Objective setting, on the other hand, describes the organization objectives and goals to be achieved within a specified timeframe. The objective must be specific that has clarity it also needs to be measurable in regards to time, money, quantity and quality. Furthermore, it must be achieved even though, it might be challenging it must be within the reach of commented and experienced employee.
Assessment of PerformanceMeasuring performance is a vital model in performance management this is a key finding that generates and provide feedback. Feedbacks are crucial in performance management as they provide managers with the capacity to identify areas where things are in line with the expected outcomes as well as areas where things are not going well. And, therefore, feedback informs the necessary action, and step needs to be taken to remedy the situation. Criteria to assess performance should always be linked to the strategic goal (Ferreira, & Otley, 2009). Performance measurement focuses on the input, behaviors as well as the outcomes. Furthermore, it is aligned with the purpose of measurement that implies that it should be very specific and comprehensive to cover all the main aspect of performance. Some of the key measures of performance include; objective attainment, contribution to the team, working relationships, output among others.
Performance PlanningPerformance planning is also a key element in performance management cycle. This entails objectives and goals settings this is followed by deriving goals of individuals and team in the organization. There are numerous benefits of performance planning when performance expectations are set and communicated clearly to the employee. A motivated employee will have to work toward the attainment of the goal (De Waal, 2013). With the clear target, there is much higher motivation for an employee to perform to his or her full potential to derive job satisfaction. Performance planning also gives the employee a sense of purpose as their individual or group effort contributes toward achievement of the common objective. Besides, during the performance appraisal, the performance of individual employees is measured against the set targets.
Individual DevelopmentThe plan of personal development provide employees with learning action plan with organizational support. Individual development may include official training, however, it includes a wider set of development and learning actions which may include; mentoring, training, job enrichment and improvement as well as project work. Individual development focuses on developing the employee skill in the existing job (Goetsch, & Davis, 2014). As well as improving the employee capacity to perfect his or her skills thus enabling such an employee to accept a broader role with bigger responsibilities. Therefore, personal development plan contributes significantly to the achievement of career goal by addressing gaps and weakness in skills. Human resource managers play a significant role in performance management such include ensuring that employees are dedicated and motivated to the realization of the organization goal with competent honesty and reliability.
RecommendationsFor Deloitte to build a future model, it is vital to recognize the purpose of performance management in the business. Performance management within the organization should help the organization to recognize performance. The redesigned performance management should be a key driver of annual activities that allows integrated promotion and compensation. The performance management should also fuel the performance. To fuel performance within the organization conversation is key so it is important for the organization to create “check-ins” to enable future focused conversation. This implies that team leaders and team members should meet frequently one-on-one to explore expectation and real-time feedback. In this way collectively they will be able to align priorities for the task ahead, and this should be done through the lens of strengths. During the meeting, the team leaders and members should discuss on how each individual will deliver on the priorities given their unique strengths and skills. To see the performance the organization has to move away from ratings, however, the organization should not stop capturing performance data. To see the performance of an individual employee and that of the team several components need to be designed. One of such component is performance snapshot. In the real sense, performance management must have a way to measure performance. Therefore, since team leaders are the people with first-hand information about individual performance.
A performance snapshot is a tool that team leader will use to capture the assessment of individual employee performance at a given time. Snapshot component is timely, in that it should be completed quarterly, end of a project or an end of a phase. This will allow team leader to capture performance judgment of each employee so at the end of the year, a record of an individual is available. Snapshot will be based on research instead of asking leaders to rate other question should be crafted to ask team leaders to rate their projected future actions. This implies that leaders will make decisions on the basis of what is already know about the team player performance rather than what they think of a team member. For the business leader to have performance holistic view of the organization. The aggregated data should be reviewed quarterly. This implies that the HR should sit down with business leaders to review the results. The performance management should also include career coach, talent review as well as management of low-performers.
ConclusionTo keep an organization on the course of achieving its objective performance management plays a vital role and hence, it is an important tool in HR management. Therefore, for an organization to attain success in its operation, it is important to clearly state its objectives. This will allow the employee to learn about what the organization expects in terms of performance. On the other hand employee performance evaluation is based on two important goals. The first one is to establish a measurement scale that accurately assesses the level of individual employee performance on the assigned jobs. The other goal is to establish a performance assessment system that advances organization operational functions such as compensation policy, employee performance facilitation among many others.
ReferencesAguinis, H. (2009). Performance management. Upper Saddle River, NJ: Pearson Prentice Hall.
Daley, D. M. (2012). Strategic human resources management. Public Personnel Management, 120-125.
De Waal, A. (2013). Strategic Performance Management: A managerial and behavioral approach. Palgrave Macmillan.
Donate, M. J., Peña, I., & Sanchez de Pablo, J. D. (2016). HRM practices for human and social capital development: effects on innovation capabilities. The International Journal of Human Resource Management, 27(9), 928-953.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Ferreira, A., & Otley, D. (2009). The design and use of performance management systems: An extended framework for analysis. Management accounting research, 20(4), 263-282.
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264-1294.
Buckingham, M. & Goodall, A. Reinventing Performance Management. (2015, April 1). Retrieved from https://hbr.org/2015/04/reinventing-performance-management.