Recently I
attended a NHRD event in Bengaluru – a panel discussion in groups on “What does
it take to become a HR Head”. The program was very unique with the participants
divided into groups of 8 to 10 including an accomplished HR Head in each group
sharing his/her perspective followed by a short group discussion. The same was
then repeated by exchanging the HR Head.
THE ABILITY
TO UNDERSTAND, ADDRESS AND SPEAK THE BUSINESS LANGUAGE emerged as the core
skill to become a HR Head almost in all groups. The main ability was to align
all the people to the organization/business need both in good and bad times.
One of the tools used to do this naturally is the annual appraisal of
competencies and performance. I am sharing my views on how the rating can be
done, so that on the one hand the need of force fitting the assessments to a
normal curve becomes redundant due to the inherent robustness of the rating
scale and on the other simplified.
It
is sufficient to rate just the following 4 factors to assess the performance. I
have seen that the gut feel each one of us develop of others is quite uniform
when the number of factors are reduced!
- On time in full delivery of commitments and tasks
- Safety and quality of products/services and work done
- Effective and systematic usage of resources (Finance, Space, Materials, Equipment, Machinery, Skills, Time and People)
- Timely thorough response to requests
The
rating scale however has a wider spread of 1 to 7 as explained in the exhibit below.
In a similar way it is sufficient to rate just the following 4 factors to assess the competence. Even in the case of the competency assessment normally the gut feel each one of us develop of others is quite uniform.
- Self-awareness and self-management competence
- Social-awareness and teamwork competence
- Business, professional and functional competence
- Product, services and organizational core competence
The rating scale even for the competency assessment is spread from 1 to 7.
The same
factors and scale can be used for both individual contributor roles and
leadership roles. In the case of the leadership roles it is a common assessment
of both the leader and the leader’s team as one entity. Subsequently the most
effective way of L&D would be either as individuals or as teams (Leader +
Team Members).
Irrespective
of different perceptions and opinions, the foundation to get every employee
contribute passionately is a uniform assessment from various people. The
uniformity in the assessment will be additionally safeguarded by getting the
assessor note down evidences for the rating of each factor. This magic is then created
since all the employees perceive a very high degree of fairness in the organization.
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