Page 52 - DMGT517_PERFORMANCE_MANAGEMENT_SYSTEM

Unit 4: Competency Mapping

11. “We set our targets in isolation”. Notes
12. “Senior people have not devoted time to the PMS”.
13. “Promotion seems to be the objective of the system”.
14. “The lack of role clarity has impacted the quality of the process”.

15. “Tendency to avoid stretch”.
Thus, by listening to the users of the systems, the current state of the system was:
1. Wide acceptance of need for PMS;
2. PMS design, by and large, appropriate;

3. Entire organization has attempted to implement it, with varying degrees of success;
and
4. Strong commitment to resolve issues and move on.
And the issues which needed to be addressed we identifi ed as:

1. Alignment and Focus: Executive’s performance aligned to the goals of BHEL;
2. Ownership: Executives taking responsibility and onus for their own performance;
3. Transparency: Clear, transparent and objective process; and
4. Consistency: Consistent application of performance principles; ‘uniform loading’.
Thus, a project was taken up to make performance a “way of life” at BHEL. This was
planned through:
1. Redesigning;
2. E-enabling; and
3. Effective organization-wide implementation of the performance management
system.
(M/s Hewitt Associates assistance was sought in the above area).
A comprehensive structure was put in place to prepare a road map/design the system/
design enable process and methodology to implement the same in a time-bound frame.
The system has the following features:
1. Consistency of measures through functional templates;
2. Alignment of individual goals to organizational goals;

3. Agreement between appraiser, appraisee and the reviewer;
4. Clarify and enrich the existing competencies;
5. Transpose employee to unique roles;

6. Assign competencies and proficiencies to unique roles;
7. Redesign of normalization process;
8. Effective organization-wide communication and training of new system; and
9. PMS workfl ow automation.
Also, the futuristic linkage of systems were discussed/debated and included as below:
1. Direct linkage of PMS to rewards;
Contd....

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