Performance management in action - Essay Example

Performance management in action Task 2 Performance management Performance management can be defined as the process of creating a work environment where people perform to the best of their abilities. It is a vehicle through which managers communicate what is required from its employees and provides feedback on how the employees are performing in achieving the goals (Smither and London, 2009, p.12). The process of performance management brings together several elements making up the practice of people management including learning and development. It establishes the understanding of goal to be achieved and provides an approach to developing and leading people ensuring that the goal has been achieved. Further, it supports the relationship of individual with others in his team (Pulakos, 2009, p.25). Case of Nampak Plastics Nampak plastics are a South African owned company which is a strong performer in its industry and is strategically located to supply the entire United Kingdom. It has eight manufacturing sites from Glasgow to Gloucestershire. It was noticed that the morale was very low in organisation and people were also treated badly. Few employees were seen running around the organisation to do everything and the rest employees were seen to sit around watching. The culture of the organisation affected its customers. In fact, Nampak was found as the worst supplier to its customers. Customer’s complaints were also reaching at large numbers. So, it was decided by the organisation to develop a legacy on the engagement and involvement of employees from the bottom of organisation to up. Eric Collins, the managing director of Nampak Plastics, conducted a meaningful survey of employee satisfaction in the company. In the feedback, it was found that around 80 percent of staggering employees do not prefer Nampak as a place to work with family and friends as they thought that everything was wrong with its business. To make its improvement, certain key initiatives were taken. Initially, Collins took the attempt to meet with customers to hear what is going well in the organisation and what is going badly. In a session with employees, an incredible dissatisfaction was seen from the shop floor. Large number of blames was levelled towards Eric. Later on, Wright-Smith was appointed as the head of HR. The first action taken by her was the ban of word “engagement” as she opined that people could not be engaged by telling them to be engaged. Rather, the need of the hour is to run focus groups by asking people at various levels of organisation and at each site regarding what could make Nampak a better working place. However, the feedback raised was not so good and it gave rise to the three key themes. The first issue was poor communication about the business as people could not understand what was going on and they did not feel involved. Secondly, the training and development was poor as the employees could not feel that they hold a career there and had any opportunities of development. Lastly, they did not get any feedback on their performance as their managers did not make any communication with them. Focus on front line managers It was decide to implement a system of company-wide performance management. It was asked to the group of employees regarding what they wanted. They answered that they wanted not just objectives but personal development. So, the company provided training to all the managers, focussing that it is the quality of conversation that counts a lot, not just a proper filling of form. Further, in contrast to the traditional hierarchical nature of business, Wright-Smith took the initiative to provide first training and development to the line managers. It provided the message to line managers that they are the most important people in the business so they are provided with the development first and the focus of company are on them. It was recognised that the line managers could mould the culture of organisation. Creating demand for training Line managers were enabled to influence the people using all the new skills that they had learnt for developing and motivating their team. A programme for business leaders were rolled out for them and a demand were created. There came a momentum with the increasingly motivated line. With the growing of engagement and removal of obstacles, some new initiatives were implemented. Training was provided to half of the workforce to NVQ level 2 on a variety of subjects. The old fashioned recruitment methods were replaced by the modern assessment centres. Induction and buddy schemes were also introduced. Some other initiatives were also taken like fast-track programme for high potentials, a senior leadership programme, a graduate scheme, an undergraduate placement scheme, excellence awards, two leadership conferences a year, allotting a percentage share to an employee if his idea saves lot of money of the company etc. Proudness of people Each manufacturing site of Nampak had connection with local education. Pupils were invited into the factories and the Nampak employees also went to schools to give presentations on recycling. These initiatives brought huge difference to the business of the organisation. The guys on shop floor were working with school where their own kids go. Further, running sessions were started for directors on emotional intelligence and leadership. End result A paradigm shift came into the culture of Nampak. A survey on employee satisfaction during 2010 showed that 80 percent of employees recommended Nampak as a best place to work with friends and family, 90 percent of employees were happy with their job and 98 percent believed that they was listened by their managers. No factories were shut to synergise any savings nor were any tiers of management taken out. Rather, Nampak turned out as a more committed and collaborative organisation with pride in its work (Smedley, 2011, p.4). Case of Ginsters Ginsters were a part of the Samworth Brothers group which had 15 food sites. It faced a number of challenges. Around 18 percent of its workforce came from ethnic minorities and were taking attempt to make its integration into the team. The day and night shifts did not mix. The separate areas of production line mistrusted each other. Also, the annual staff survey showed low staff morale. It implemented a programme of Active Workplace and three years after its implementation, the survey showed that staffs were engaged with business and they take pride in their work. Gentle approach A key to the success of scheme was the fact that employees were encouraged to take part in activities. A very softly approach was taken and the opportunities were made available by offering gentle encouragement. After an initial survey on what the staff desires, they were given the opportunities to try for range of activities including surfing, canoeing, skiing and deep sea fishing. The people started to involve their families more in day trips. A number of other activities were organised on weekly basis like football, badminton, kettle-bells and spinning. More healthy food choices were given and free fruit was made available in canteen. Also advice was provided on exercise and diet. The football matches impact mostly in unifying the workforce. There was an intense international rivalry initially but the employee relations were improved with the mixing of teams. Moving on A number of allotments were made available targeting the inactive employees. This was accompanied with guidance from tutors at local college. The success of the scheme made the management braver for its initiatives and all difficult issues like drugs, domestic abuse and drinks were tackled as a part of programme. A large campaign was run on domestic violence and a room was set with a screen to give the facility of chatting to the employees to the Citizens Advice Bureau during work time. World leisure innovation prize The innovation award of the World Leisure Organisation focused on the cultural and social aspect of leisure as a part of lived experience. The use of leisure was recognised as a creative solution in the enhancement of environmental, cultural, social and economic quality of life in specific areas. The prize recognised and rewarded the organisations implementing creative solutions fostering national, local or international leisure opportunities for the development and benefit of communities and individuals. The Active workplace was a winner as the staff became engaged by the scheme which could be implemented in any company and anywhere in the world and its benefit to the health of people were extensive. End result Most people in Ginsters were directly recruited which did not happen before. The result of survey showed that with the implementation of Active Workplace programme, the staffs were seen confident and they were engaged with their work which helped the organisation to get contract. Most significantly, there was an increase in staff morale and everyone was linked together. This has made a cut in the right in workforce across the boundaries. No graces and airs seen among the team of management anymore (Hudson, 2010, p.3). Improving employee and organisational performance An effective performance management can play a crucial role in managing the performance of organisation by ensuring that employees understand the importance of their contribution towards organisational objectives and goals, ensuring the availability of required support and skills for fulfilling the task as expected from them, ensuring effective communication throughout the organisation and facilitating harmonious and cordial relationship between individual employee and line manager based on empowerment and trust (Krausert, 2008, p.87). The practices of performance management can positively influence the employee loyalty and job satisfaction by providing transparent and open feedback of job to employees regularly, providing ample development and learning opportunities by representing the employees in the programmes of leadership development, establishing clear performance objectives through an open communication, providing maximum opportunities for growth of career, rewarding good performance in organisation, evaluating performance and distributing the rewards and incentives on an equated and fair basis (Bhatia, 2007, p.85). Task 3 Personal reflection Working in IBM I have started my career with the organisation IBM in United States. IBM or International Business Machines Corporation is an American corporation specialising in multinational consulting and technology and is headquartered at Armonk in New York of United States. The function of IBM is to manufacture and market the computer software and hardware and it offers hosting, consulting services and infrastructure which ranges from nanotechnology to mainframe computers. The name International Business Machines was adopted by CTR in the year 1924. The security analysts provided a nickname to IBM as Big Blue due to its common use of blue in its logo, products and packaging. IBM offers career tools and websites which can be navigated easily. Along with the top notch skills of professional, IBM provides an in depth technical and industrial training to keep updated on the emerging skills and technologies that are valued in the place of market. In addition to the offerings of internal training, IBM also provides assistance for external education to keep the skills aligned with business goals. Further, it pays for many expenses related to education for its employees at colleges and universities to meet the business needs through the program of academic learning assistance. The commitment of IBM to the development of people distinguishes itself from other employers. The learning environment of IBM from mentors to web applications to classroom learning to global e-learning facilitates to take charge of the knowledge and skills from day one which empowers to make expansion of expertise throughout the career. The core competencies identified by IBM providing the foundation for professional growth of employee include taking ownership, client focus , collaboration and teamwork, trustworthiness, adaptability, creative problem solving, client focus, drive to achieve, communication and passion for business. Skills and attributes I offer to potential employers I always come forward to lead any group task. I love to take ownership of any project. Through proper communication and collaboration within the members of team, I always try to give my best effort to the organisation to give effective output. Our work focuses on the requirement of client so I give my best to meet the client’s requirement. I have a passion for business and a drive to achieve the goals of organisation. I also have the capability to adjust myself to the culture of organisation anywhere. IBM, being a multinational corporation, sometimes sends me to its offices in other countries. I adjust myself very easily to the culture of this organisation in other countries. Further, I am very honest and trustworthy to my work. My weaknesses The weakness attached with my employability skills is that sometimes I fail to give creative solution to any business decision. I think I can improve this part by having sufficient discussions and meetings with my superiors and at the same time through appropriate training. I need to understand the business operation of IBM in more details to understand each specific features of its function so that I can give better productive results in future and creative business solutions. Learning from module and its use in future From the module of performance management, I have learnt how to give effective performance in the organisation which can bring a rapid growth of business in future. Also the performance management gives motivation to employees towards work so that they can contribute effectively in the organisation. Through this process, I have gained motivation towards my job and I expect that I can give an effective output to my organisation in future which will lead to its progress. References Smither, J. and London, M., 2009. Performance Management: Putting Research into Action. New Jersey: John Wiley & Sons. Pulakos, E., 2009. Performance Management: A New Approach for Driving Business Results. 2nd edition. New Jersey: John Wiley & Sons. Krausert, A., 2008. Performance management for different employee groups. New York: Springer. Bhatia, S., 2007. Performance Management : Concept, Practices & Strategies for Organisation Success. New Delhi: Deep and Deep Publications.  Hudson, K., 2010. Play together. Stay together. Issue 1. United Kingdom: Cybertrek. Smedley, T., 2011. Business Case: Nampak. United Kingdom: People Management. Bibliography Aguinis, H., 2009. Performance Management. 2nd edition. New Jersey: Pearson/Prentice Hall. Kandula, S., 2006. Performance Management: Strategies Interventions. New Delhi: PHI Learning Pvt. Ltd. Luecke, R. and Hall, B., 2006. Performance Management: Measure and Improve The Effectiveness of Your Employees. Boston: Harvard Business Press. Cardy, R. and Leonard, B., 2011. Performance Management: Concepts, Skills, and Exercises. 2nd edition. New York: M.E. Sharpe. Schwartz, A., 2001. Performance Appraisal: Apprasial and Meeting. Australia: Andrew E Schwartz. Rolstadas, A., 1995. Performance management: a business process benchmarking approach. New York: Springer. Caldwell, C., 2002. Performance management. New York: AMACOM Division of American Management Association. Grote, R., 1996. The Complete Guide to Performance Appraisal. New York: AMACOM Division of American Management Association. Armstrong, M. and Baron, A., 1998. Performance management: the new realities. England: Institute of Personnel and Development. Varma, A., Budhwar, P. and DeNisi, A., 2008. Performance management systems: a global perspective. United Kingdom: Taylor & Francis. Rao, T., 2004. Performance Management and Appraisal Systems: HR Tools for Global Competitiveness. California: SAGE. Armstrong, M., 2009. Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance. 4th edition. United Kingdom: Kogan Page Publishers. Pope, E., 2005. HR How-to--performance Management: Everything You Need to Know to Manage Employee Performance. United States: CCH Incorporated. Waldt, G., 2004. Managing Performance in the Public Sector: Concepts, Considerations and Challanges. South Africa: Juta and Company Ltd. Read More