際際滷

際際滷Share a Scribd company logo

Gap analysis 11 11-2014

Download as DOCX, PDF
A
anwar pasha

The document discusses the performance management system (PMS) at Millat Equipment Limited (MEL). It notes that MEL currently has a formal PMS that assesses 134 executive employees using forced distribution and observation methods. However, the PMS does not apply to senior technical workers or assess employee behaviors. The document recommends expanding the PMS to technical workers and behaviors. HR professionals note challenges in determining evaluation criteria and the importance of the right appraisal method. PMS focuses on past performance and human judgment. The organization annually reviews employee performance but the major failure is bias and lack of direction from top management.

1 of 3
Download to read offline
Section A: General Profile of Respondents: With respect to our project on Performance Management System (PMS), we had visited to Millat Equipment Limited (MEL) on November 10, 2014 and meet with Assistant Manager & Senior Manager HR department. There are 722 number of employees are working in the organization, in which 134 are executive employees. Section B: Current Performance Management System: A formal PMS is exist in MEL and this process is applicable on all executive employees, which is assessing through the Observation and Check List method and this method is Forced Distribution Method. There are multiple processes are the part of PMS i.e. Coaching, Training Development and Career Management Development. The PMS goals are sets by the Appraiser and Appraise together. Organization has the PMS for retention and reward allocation of their employees, in which individual, team and organization goals are linked up by top to down approach. The job performance is determinant by the competency of the employees. GAP Analysis: The current PMS of MEL is not being applicable on senior technical workers and they are they are not assessing the behavior of employees. There is no succession planning is implemented in the organization. The supervisor and subordinate are set the goals without the approval of Senior Manager. The PMS has no focused on identification of training development and job performance is not determinant the inherent abilities of the employees. Recommendations: In our opinion; The PMS should be applicable on senior technical workers for their future growth and development. They have need to assessing the behaviors of employees for the positive environment of the organization. Succession planning should be implemented in the organization for smooth running operations. The goals settings are should be review and finalized by HODs. Section C: Perception of HR Professionals about Performance Management System:
As per HR official of MEL, we have differentiated in our performance appraisal and performance management system, our performance appraisal is related to employees rewards and performance management is for development of employees. The most challenging aspect of PMS is determining the evaluation criteria, as it has a wider scope. Succession of PMS depends upon choosing the right method of appraisal, which is linked with the promotion and salary increase of employees. Line Managers are directly responsible for PMS and it is requirement of our organization. Our PMS focus upon past performance of the employees which is highly relevant with the human judgment and said PMS does not distract to employees from important activities. Section D: Process of Performance Management: Overall performance management feedback is measured by numerically, alphabetically and verbally (positive & negative). These feedbacks are documented and reviewed by HR department. At that time of appraisal, separate team of HR evaluates the whole appraisal system. The performance planning is carried out for hiring and transferring of employees. Training performance management techniques are received by the HRofficiall and they give training to other HODs. Annually two meetings are scheduled on discussion of employees performance. There is no any labour union is exist. Section E: Analysis on Issues in Performance Management System: The major failure of the performance appraisal system is biasness and off track directions by top management. Organization annually reviews the performance of their employees. HR department reduce the biasness and other noises in performance appraisal system through the critical incidents as well as identify the poor performance of employees and improve their performance through training and coaching. HR department plays a helping role for better performance of the employees. The entire performance appraisal system is based upon KPIs objective and Soft Skills rating system, which is 70% and 30% respectively. In the opinion of HR official the self-appraisal system is more beneficial for the employees and appraising of distant subordinate is the uncomfortable task. The linking rewards of performance motivate to employees. Section F: Effectiveness of Performance System and Method used in Evaluation: A formal system is existing in the organization for evaluation of employee performance and this process is conducted through formal written feedback. The reward strategy is to make more effective linked with the PMS. Attrition rate computed in the organization after performance appraisal. In organization the performance management process moderately effect on overall
performance of employees. Participative approach can improve the efficiency of an organization. PMS will be amended within the next 12 months and the major aspects of PMS are succession planning, more trainings & developments and employees participation.

More Related Content

Gap analysis 11 11-2014

  • 1. Section A: General Profile of Respondents: With respect to our project on Performance Management System (PMS), we had visited to Millat Equipment Limited (MEL) on November 10, 2014 and meet with Assistant Manager & Senior Manager HR department. There are 722 number of employees are working in the organization, in which 134 are executive employees. Section B: Current Performance Management System: A formal PMS is exist in MEL and this process is applicable on all executive employees, which is assessing through the Observation and Check List method and this method is Forced Distribution Method. There are multiple processes are the part of PMS i.e. Coaching, Training Development and Career Management Development. The PMS goals are sets by the Appraiser and Appraise together. Organization has the PMS for retention and reward allocation of their employees, in which individual, team and organization goals are linked up by top to down approach. The job performance is determinant by the competency of the employees. GAP Analysis: The current PMS of MEL is not being applicable on senior technical workers and they are they are not assessing the behavior of employees. There is no succession planning is implemented in the organization. The supervisor and subordinate are set the goals without the approval of Senior Manager. The PMS has no focused on identification of training development and job performance is not determinant the inherent abilities of the employees. Recommendations: In our opinion; The PMS should be applicable on senior technical workers for their future growth and development. They have need to assessing the behaviors of employees for the positive environment of the organization. Succession planning should be implemented in the organization for smooth running operations. The goals settings are should be review and finalized by HODs. Section C: Perception of HR Professionals about Performance Management System:
  • 2. As per HR official of MEL, we have differentiated in our performance appraisal and performance management system, our performance appraisal is related to employees rewards and performance management is for development of employees. The most challenging aspect of PMS is determining the evaluation criteria, as it has a wider scope. Succession of PMS depends upon choosing the right method of appraisal, which is linked with the promotion and salary increase of employees. Line Managers are directly responsible for PMS and it is requirement of our organization. Our PMS focus upon past performance of the employees which is highly relevant with the human judgment and said PMS does not distract to employees from important activities. Section D: Process of Performance Management: Overall performance management feedback is measured by numerically, alphabetically and verbally (positive & negative). These feedbacks are documented and reviewed by HR department. At that time of appraisal, separate team of HR evaluates the whole appraisal system. The performance planning is carried out for hiring and transferring of employees. Training performance management techniques are received by the HRofficiall and they give training to other HODs. Annually two meetings are scheduled on discussion of employees performance. There is no any labour union is exist. Section E: Analysis on Issues in Performance Management System: The major failure of the performance appraisal system is biasness and off track directions by top management. Organization annually reviews the performance of their employees. HR department reduce the biasness and other noises in performance appraisal system through the critical incidents as well as identify the poor performance of employees and improve their performance through training and coaching. HR department plays a helping role for better performance of the employees. The entire performance appraisal system is based upon KPIs objective and Soft Skills rating system, which is 70% and 30% respectively. In the opinion of HR official the self-appraisal system is more beneficial for the employees and appraising of distant subordinate is the uncomfortable task. The linking rewards of performance motivate to employees. Section F: Effectiveness of Performance System and Method used in Evaluation: A formal system is existing in the organization for evaluation of employee performance and this process is conducted through formal written feedback. The reward strategy is to make more effective linked with the PMS. Attrition rate computed in the organization after performance appraisal. In organization the performance management process moderately effect on overall
  • 3. performance of employees. Participative approach can improve the efficiency of an organization. PMS will be amended within the next 12 months and the major aspects of PMS are succession planning, more trainings & developments and employees participation.