One of the challenges that was introduced to me when I joined a large sized organization; was to improve the employees performance evaluation system.
I conducted desk review, meeting with several key personnel, and processes gap analysis, I found that there was only 4 performance evaluation forms utilized for 182 different occupations working within 7 different departments! (Finance, HR, Administration, Operations, Business Development, etc..). The forms were allocated against employees grades (ex. Grade 1 to 3 uses template #1, etc..), 80% were allocated to behavioral competencies, and 20% to an objective (for Staff category only, Skilled and Semi-Skilled workers were evaluated on a list containing their names, employee ID, and score only!) .
GAP analysis summary: need for strategy
Traces research led me to realize the following:
- the organization responsibility, structure, accountability, undefined reporting and information lines, competencies and processes structure matrix was not known
- no job descriptions
- results of evaluation were not liable (many forms were completed by final score only without filling the criteria scores)
- objectives assigned to employees were out of SMART order
- no evidence of performance evaluation added value towards efficiency
- review of the evaluation results was not apparent
- no connection to Payroll
- no proof of relevant performance evaluation policy, lacking support towards learning and development
- no process audits
- HRM was seen as inferior process in the organization, and HRIS absent on HR department
- no process training for both sides (supervisor and evaluated employee)
- no probationary review
The above can be looked at as gaps, but on a wider view, it was traceable symptoms, that had serious indicators.
Due to market boom with privileged edge of fewer competitors, the organization was on rising mood, but: strategic approach on group level was absent.
I realized that reaching a realistic median target project will be first step towards systematized routine and establish baselines performance; and that closing all above listed deficiencies requires establishing a management system from scratch.
A project was set up on a complex logical sequence of actions, plans were established and weighted, and resources were changed, enhanced and trained, and objectives were tested.
Supported by dedicated management, I was able to establish tailored performance evaluation forms for each occupation having: functional review (against the position responsibilities), customized behavioral review, liability towards H&S risks and environmental aspects, objective, and recommendations.
|the organization responsibility, accountability, competencies and processes structure matrix was not established||matrix was set up, reviewed and implemented, with reference to organizational structure and process organization method|
|no job descriptions||I established job descriptions for each position, basically meeting international standards|
|results of evaluation were not liable, many supervisors put in the final score without filling the criteria scores||evaluation results achieved liability|
|objectives that were assigned to employees were out of SMART order||I carried out training against objectives protocols, and documented a control procedure|
|no evidence of performance evaluation added value towards efficiency||competencies gaps and efficiency enhancers were realized|
|review of the results was not apparent||I introduced a review procedure of performance evaluation that tests administrative and HR aspects of the process|
|disappointments in establishing connection to Payroll||I was able to link results towards increments, promotions, and bonuses|
|no proof of relevant performance evaluation policy, and system lacked support towards learning and development||I established a policy consisting of flow charts, responsibilities, initiator, reviewer and approval authorities and protocols, communication and recommendations for improvements and promotions, links were installed to promotions , learning and development, H&S and environmental management, probationary review, recruitment, and various HR functions.|
|no process audits||audit criteria, checklists, and frequency was established|
|HRIS looked at as inferior process in the organization||I established HRIS procedure defining documents owners, retention and disposal, soft and hard copies. Improvements in the used system were initiated and training was provided, boosted with routine check points|
|there was no process training on both sides (supervisor and evaluated employee)||training was provided to all employees against the performance evaluation procedure, supported with planned guidelines communications|
|lack of probationary review!||I established and implemented P.R. system, in harmony with P.E. procedure.|
It is worth mentioning that I installed other system enhances prioritizing those with direct interaction with HRM.
By: Tarik Altoubasi