Performance evaluation system improvement
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 enchases prioritizing those with direct interaction with HRM.
Management support and commitment are truly critical to success, the organization was blessed having highly competent and supportive management on regional level, I was truly grateful also to have a HR team that continuously proven commitment to improvement, this all contributed to establish an advanced HRM described being the finest among other branches of the group and best between competitors.