HR System: How to Get Organisational Members on Board

September 30, 20201:08 pm338 views
HR System: How to Get Organisational Members on Board
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In developing a performance management system, it is important to ensure that it is aligned with other HR systems within an organisation. For instance, HR teams should understand that competencies used as the basis for performance management should be the same as those used for recruitment, staffing and training. This not only ensures that employees are being hired, trained and appraised on a consistent set of critical job requirements, but it also sends a strong message, internally and externally, about what is valued by an organisation. To create an effective performance management system, organisational members must be motivated to use it properly.

Getting organisational members on board

The literature on many different types of management programs shows that effective program implementation depends on the level of top management commitment, such as the stronger the commitment, the greater the potential for program success. In the case of performance management, an organisation with a committed CEO, who models effective performance management with the executive team and establishes clear expectations around performance management for all staff, will have a much higher probability of success than one that does not have high-level support. 

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On the contrary, without management support the system will fail. Management support refers to the highest level managers who follow all parameters of the system themselves and establish expectations for their direct reports to do so as well by including performance management as a critical aspect of their evaluations. Starting at the top and getting the commitment of upper management to make performance management a priority is a prerequisite for success. 

Some organisations already have a strong performance management culture. Meanwhile, some others might need to educate the executive team on the critical role that performance management can play in an organisation’s effectiveness and convince them about the criticality of their role in leading the effort. Piloting a new system with the executive or higher level management teams can be a useful strategy for gaining the support of these individuals. In situations where there is not a strong performance culture to begin with, it can be established over time with management support. Because a performance management system’s success relies so much on the effectiveness with which managers and employees use the system. 

A strategy for accomplishing a successful organisational team is to involve key individuals in the design and implementation process, as cited by Elaine Pulakos in her study. The design team should consist of individuals who represent key constituencies in the organisation, major business lines or functions and different geographic locations. The design team is typically led by HR representatives, or possibly consultants, who are experienced in performance management and can guide organisations in developing and implementing the system successfully. 

Who is the design team?  

Design team participants should be team players, effective communicators, good problem solvers and sufficiently knowledgeable about organisational functioning to offer practical advice about what will work and be well received. The design team performs four major duties, namely: 

  • Provide input that represents their constituency. The design team leader works through various performance management options with the design team. Design team members might need to meet with managers and employees in their areas to assess unique local requirements or preferences. The design team members provide input and make recommendations or decisions about the features and structure of the system based on their specific needs.
  • Disseminate information about the system. Another role of design team members is to ensure that their constituents are kept informed about progress in the development process. As decisions are made, team members need to engage in an iterative process of disseminating information to and gathering feedback from constituents. This iterative process is important to ensure that the final system is sensitive to business needs and supports the culture in the organisation and its different units.
  • Serve as a champion to get others on board. Employees will be concerned about changes in the performance management system and how these changes will affect them. Thus, champions are needed to communicate the value of the system to others, its benefits, and how obstacles and concerns are being addressed. This essentially involves marketing the system to constituents and might involve recruiting other opinion leaders to assist with the process.
  • Involve others in contributing to and trying-out the system. A final role of design team members is to serve as a liaison between the performance management team and their units in the development process. Typically, performance management system design involves various focus groups, review groups and pilot testing prior to organisation-wide implementation. It is useful to involve other employees in these various activities to communicate further about the system, ensure that it meets organisational needs and encourage others to take their fair share of responsibility in implementing the process properly

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