• Performance management system conditions

required to implement PMS

• electronic PMS
• performance counselling

Unit II • Identification of Training Needs

• Job Specification, Identify the Performance Gap,
Training Specification, Choose appropriate
training module
• Counselling for Better Performance
• Feedback Mechanism in Organization
 Performance management system

Performance management system is

another way of envisioning the totality of a It emphasizes the dynamic, sequential and
manager’s function. It views the managerial cyclical nature of these activities, essential
function holistically – not a random to actualize their potential synergistic
collection of activities that most managers impact, which is the source of high
recognize and undertake as their core performance and excellence. By implication,
function. It provides a systemic dimension it also explains why focusing on only one or
to the managerial activities – highlighting a few of these activities doesn’t deliver the
their mutual interrelatedness and results wished-for
interdependence.
Objectives of Performance System
To leverage the To ensure role clarity
performance of performance objectives at To encourage high
organization, given that all the levels of performance work culture
goals are complex organization

To improve relationship
Employee development by
To encourage team between manager and
systematically identifying
building in the employees through a two
training and development
organization way communication
needs
process

To encourage performance
To focus on process rather
based rewards and
than on format
recognitions in the organization
 1. Helps in clarifying the mission, vision, strategy, and values of the organization to
the employees in order to enable them achieve the same
2. Helps in improving various business processes as the deficiencies are highlighted.
3. Helps in attracting and retaining talents in the organization and helps in
establishing a robust talent review system.
4. Facilitates competency mapping, training and development needs identification,
and implementation as part of the performance development tool (employees have

Functions of the competencies to meet both the present and emerging requirements of the
organization).

Performance 5. Assists management in validating their recruitment and selection process and
techniques.

Management
6. Helps employees attain their full potential and attain a balance between work and
personal life.
7. Improves organization’s ability to change faster by highlighting the gap between
System 8.
potential capabilities and present ability.
Helps in making a shift from industrial relations to individual relations with a focus
for employee growth and development
9. Enables sustainable organizational competitiveness, innovation, and low employee
turnover by helping in reviewing organization structure and plan succession.
10. Builds the intellectual capital not only at managerial level but at front-line level
also.
Conditions
required to
implement
PMS
Features of PMS
Electronic Performance Management
e-performance management is essentially a PMS in the form of an
online software package with multiplication modules that is fully
integrated with the organizational metrics.

It provides greater flexibility, tracking, and access of

performance management to large number of employees
and managers across the organization, across the world at
the press of a button
 Job – or individual – centered performance contracts

Uploading of performance criteria

Secure online appraisal with password

Automatic e-mail notification of completed appraisal to employee

and manager.

e-performance Workflow system to monitor appraisal progress

management Archive retrieval possible for retrieval of previous period appraisals

features: Assigning different weighting protocols

Viewing competency ratings

Viewing compensation details

Career advancement and opportunities available

 • Performance Counselling is quite
often misunderstood.
• It is wrongly interpreted as a
Performance process of correcting or controlling
the employee behavior by giving
Counselling him negative feedback in an
assertive manner by his boss
 • Performance counselling is normally done in regular course
of performance when there are no problems.
Performance • When there are problems, executives should resort to
counselling appropriate methods of solving them rather than to
counselling because exclusive focus on a particular problem
or issue may prevent performance counselling.
• Performance counselling focuses on the entire performance
Meaning (tasks and behaviours) during a particular period rather than
on a specific problem. However, specific problems may be
discussed during counselling as a part of analysing and
understanding performance patterns.
Principles of Performance Counselling
General Climate of Openness and Mutuality

General Helpful and Empathic Attitude of Management

Sense of Participation by the Subordinates in the Performance Review Process

Relationship in Goal Setting and Performance Review

Focus on Work-oriented Behaviour

Focus on Work-related Problems and Difficulties

Avoidance of Discussion of Salary and Other Rewards

Key Points of Discussion in Counselling

PERSONAL PROBLEMS

Career Family Financial

Legal Health
Key Points of Discussion
in Counselling Professional
Problems

Absenteeism
Tardiness
Drug Abuse
Interpersonal conflict
Poor job performance
 Key Points of Discussion in Counselling

Resources Constraints

INCREASED INCREASED EMPLOYEE INTERPERSONAL LOW MORALE

PRODUCTION COST TURNOVER CONFLICT
 Required performance

Identification
of Training
Needs

Actual performance
Scope of Training Needs Assessment

At the level of all individuals:

Some training needs cover everyone in the organization. Similarly every individual has to
learn, unlearn and relearn skills to work in different contexts.
Example: Soft skills or process competencies like communication skills.
Specific groups in an organization:
It relates to specific groups of development professionals within an organization, although it
is less wide in scope. This is applicable for a particular unit, department or section within the
organization.
Example 1: Monitoring & evaluation skills in Planning, Monitoring and Evaluation section
Example 2: Planning development work by Corporate Social Responsibility unit
Scope of Training Needs Assessment
Particular individual in an organization
This category relates to particular individuals, which are person specific
training needs.
Example 1: Preparing a development functionary for environment
impact assessment work.
Example 2: Remedial training when work performance is not up to the
standards.
Example 3: Technology updating training
The matrix given above helps in identification of
training needs by various methods as under
Needs identification by development managers: This is identification of training needs by top management in the organization as per policy,
current and future work plans, deficiencies identified etc. It should not take place at a late stage in planning cycle. It is important to be watchful
and able to identify training needs well in advance by development managers / human resource department in the organization.

Self-assessment by individuals: This is based on self-appraisal and identification of deficiencies by individual development professionals working in
the organization.

Systemic investigation: Careful development managers or self-assessment by individuals also may not be able to identify training needs in some
situations. A systematic assessment of training needs through training audits, need identification surveys, job / task analysis, competency mapping
etc may help in identifying the gaps.

Structured assessment: Organizations training policies, staff appraisals, systems and procedures also help in identifying training needs in a
structured way.

Peer review: External peer review of current work and future plans of the development organization help in identifying training needs. This may
happen sometimes as a hidden objective. This will be effective if the management consider seriously the opinions of individuals.
 Job specification

WHILE THE JOB DESCRIPTION INCLUDES THE TITLE THIS HELPS OUTLINE A CANDIDATE'S CAPABILITIES
A JOB SPECIFICATION IS THE LIST OF POSITION, RESPONSIBILITIES AND SUMMARY, THE
RECOMMENDED QUALITIES FOR A PERSON TO TO PERFORM WHAT'S LISTED IN THE JOB
SPECIFICATION IDENTIFIES THE SKILLS, TRAITS, DESCRIPTION.
QUALIFY FOR AND SUCCEED IN A POSITION. EDUCATION AND EXPERIENCE A CANDIDATE MIGHT
NEED TO QUALIFY FOR THAT JOB.
 Job specification
As opposed to the job Educational qualifications 
description, which lists
the information about the
job, the job Training/experience in the specific job
specification lists
qualities that the
Relatable skills 
employee should – or
sometimes, must – have
in order to qualify for the Previous responsibilities 
job. Some examples may
include: 
Ability to work within a certain environment (such as
loud noises, bright lights, etc.)
• Job description: usually contains general
information about the job itself, including
the title, location, summary, duties,
working conditions, who the person
would report to, etc. 
• Job specification: lists out the
educational qualifications, training,
experience, skills, and competencies, etc.
someone would need to do the job. 
 • It refers to the difference between
the current performance of an
individual, team or organization, and
desired performance. Performance
Performance gaps cause employees to 
gap underperform, which then leads to an
organization with less than
anticipated results.
https://www.aihr.com/blog/performance-gap/#:~:text=In%20a%20word%2C%20a%20performance,with%20less%20than
%20anticipated%20results
.
common • Poor leadership and processes
causes of • Not setting reasonable expectations

performance
• General lack of motivation and
disengagement
• Skill and talent gaps
gaps
How to Write Performance Gaps in Appraisal
Training Process
Feedback and complaint mechanisms

A FCM is a set of procedures and tools formally established and used The mechanism requires processing of feedback and complaints
to allow participants of CARE’s (humanitarian) programmes and other received in order to resolve or refer the issue, including safe
crisis-affected populations to provide feedback and complaints on processes for dealing with serious complaints (e.g. abuse,
their experience of receiving humanitarian assistance. exploitation and fraud).
 To ensure we are accountable to affected communities.

Why? To improve the relevance and appropriateness of our assistance.

To ensure our assistance is provided in a way which promotes the

well-being and safety of affected communities.

To support the empowerment of people particularly affected by or

vulnerable to humanitarian crisis, especially women and girls
 types of employee feedback mechanisms 

• Surveys: Surveys are one of the most popular methods for gathering employee feedback. They can be used to collect data on a variety of topics, from job satisfaction
to overall engagement levels. Surveys provide organizations with valuable insights that can be used to improve the workplace and make employees happier.
• Performance Reviews: Performance reviews are typically conducted once per year. During a performance review, an employer will sit down with employees and
discuss their performance over the past year. The employer will also give the employee feedback on their performance. Performance reviews give organizations the
chance to identify areas where employees need improvement and offer appreciation.
• One-on-One Meetings: One-on-one meetings between managers and employees are another great way to collect feedback. These meetings provide an opportunity to
employees to share their thoughts openly as it builds trust. One-on-one meetings also give managers the chance to get to know their employees better and build
strong relationships.
• Group Discussions: Group discussions are another effective way to gather employee feedback. This technique allows employees to share their thoughts and feelings
about their work in a collaborative form. This technique can be used in a variety of settings, such as team meetings, departmental meetings, or all-hands meetings.
These discussions can be used to collect data on a variety of topics, from team dynamics to overall job satisfaction levels. Group discussions also provide employees
with an opportunity to share their thoughts and ideas with each other,
• Exit interviews: They are conducted when an employee leaves the organization, either voluntarily or involuntarily. During an exit interview, the departing employee is
asked for feedback on their experience in the organization. This type of feedback can be very valuable because it can help employers identify problems or factors
within the organization that could be one of the causes of their exit.
• 360-degree evaluation: A 360-degree evaluation is conducted by collecting feedback from multiple sources, including the employee’s supervisor, coworkers, and
subordinates. Such type of evaluation technique can help to get a more well-rounded picture of an employee’s performance. 
Top six ways organizations can improve employee
feedback mechanisms

• Timing of feedback – Feedback should be given in a timely manner so that employees can address any issues immediately.
• Frequency of feedback – Feedback should be given on a regular basis so that employees are kept up-to-date on their
performance. This helps in lowering down the employee turnover in organizations. 
• Method of feedback – Feedback should be given using a method that is most effective for the individual employee. For example,
some employees may prefer verbal feedback while others may prefer written feedback.
• Specific feedback – Feedback should be specific and objective so that employees can understand exactly what they need to work
on.
• Tone of feedback – Feedback should be delivered positively and constructively so that employees feel motivated to improve their
performance.
• Mentoring: Feedback can be further enhanced using the mentoring process. This is because by having someone to talk to about
their feedback experiences, employees can learn how to better handle both positive and negative feedback. Interestingly,
employees who took part in the program had more chances (aboutfive times) to get a salary hike or pay grade than those not in
the program.
 Activity
Find a research programme to identify the key differences in the Prepare a training module for your company
performance management system in Indian and foreign
companies operating in India.