plugHRapp automates entire PMS cycle

 
 

1. Set Targets

Supervisors set targets on day one

Each target is linked to KRA & KPI

Supervisors ad weightage to targets

 

2. Review targets

Users alerted for self review

Supervisor & skip supervisor reviews

Users share improvement feedback

 

3. Analyse & improvise

All review ratings get created

All improvisation ideas collated

HR takes decisions, actions ideas

 
 

Setting up PMS in plugHRapp

 

HR edits success indicators if required, selects review frequency and launches.

That's it. That is how simple it is to set up PMS in plugHRapp.

 
 
 
 

FAQ on performance management

What are KRAs? How are they different from Targets?

KRAs are categories that broadly define certain area of work. Targets are a subset of KRAs. For example, targets like filing of tax returns on time, completing audit, issuing employee's form16 are all part of a KRA named "Compliances". Targets like New client orders, revenue increase, collections can be part of KRA named "Sales growth or Client acquisition". Teams actually work to achieve targets, these targets happen to be categorized into certain KRAs. Absence of KRAs won't impact team's work, absence of targets would. KRAs are primarily useful on defining roles well, which helps in hiring talent for the role. KRAs also point well to the skills required for working towards those KRAs. Simply put, KRAs help HR, targets help supervisors.

Employees hate both :)

 

What's the weakest link in a performance management system?

Target setting is the weakest link in the entire PMS cycle. This is where delay, inaccuracy, inconsistency, imbalance appears. It's surprising how many days most teams stay without active targets during the performance period. 

Ideally, there is always a performance period running, whether you have a monthly, quarterly, biannual or annual performance cycle. Quarterly performance cycles are well balanced between visibility of goals and manageability of performance review process. Most targets are unlikely to change mid-course in a quarter period. Monthly cycles get too heavy on review logistics whereas annual may lead to inaccurate targets.

Targets must be set by supervisors on day one of the new performance period, say a quarter. It's virtuous to even keep day one of the quarter as dedicated target setting day. Merit of on time target setting can't be over emphasized if you aspire to run a well geared PMS. It's said that well begun is half done, in case of PMS, its almost three quarters done. 

 

Is there something about target setting that supervisors should know? 

Yes, its a big subject in itself. Best way to learn target setting is to keep close eye on how sports coaches deal with it while training athletes, who knows performance better than sports coaches, right?

Keyword to remember there is "OPTIMUM CHALLENGE", level at which the player feels reasonably stretched but still believes in achievability of the same. Easy goals do not inspire people, they lead to boredom. Impossibly stretched goals lead to people giving up on even trying. If there's one thing great managers do well, this is it. It's wise to share this piece with your managers as they begin target setting for their teams.

Another technicality in target setting is about volume of targets. How many targets should a team member carry for a performance period, say a quarter? While there are thumb rules of 5 to 7 targets, most of those rules fail to suggest back ground of reaching that number. Here's a way to understand it. Start with one target and assign it 100% weightage, obviously this must be the most important target for the period. Now add another target, fully knowing that the second target will take away 50% weightage from first target, leaving the importance of first diluted to half. Do you want to do it? Is second target so important? Yes? Go ahead, now you have two targets of 50% weight each. Do you want to add a third? dilute first two down to 33% each? 

When you go this way, you negotiate between adding new target and diluting attention on existing targets and then decide. You would never want to dilute weights below a certain point, after all, if as a team member, I can ignore a target and still get a good rating because of low weightage, I will always ignore. That's why more than 5 targets will make each weighted below 20%. It's an auto check. This auto check is broken often by adopting a differential weighted targets. It's common to see targets with 10% or even 5% weight. That is such a sheer waste of ink, no one will ever bother about such a target. Differential weights is a much practiced but fundamentally flawed method of target setting. 

We told you, it's big subject.

 

What about performance reviews?

Reviews happen during the performance period based on your operational rhythms, weekly, fortnightly, monthly but end of performance period reviews relate to creating performance ratings, so they are special. Team members get rated against targets, each target performance rated on a scale of mostly 5 ratings (Far below expectation to far exceeds expectations). With well defined targets, ratings come easier and clearer. Team member rates it's own performance, then supervisor rates and then skip level supervisor rates. In a tool like plugHRapp, this entire process flows smoothly on its own, otherwise, it needs to be manually pushed by HR. Most reviews are accompanied by a review and feedback discussion between team member and supervisor. It's an important discussion and must be conducted in a formal manner. Some good practices to follow during performance review are as follows:

  • Always set up meeting time at least a day in advance.
  • Both team member and supervisor should prepare with information/data.
  • Don't pack too many reviews in a single day, avoid starting one around closing hours.
  • Keep phones on silent mode and keep wrist watch in pocket, balance talking and listening.
  • Focus ahead, highlight improvement areas, keep conversation engaging and constructive.
  • Discussion should result in action items, game plan, schedule and clarity on way forward.

 

How to capture team member's feedback during reviews?

One of the most valuable outcome of feedback discussions are the improvement suggestions coming from team members. In a recent review cycle on plugHRapp, 54 people team gave some 327 suggestions. CEO went through each of those and found lot of great ideas coming through. plugHRapp has a built in feedback capture module in performance review function that ensures that each suggestion is well kept and can be picked for action by HR or the CEO. plugHRapp also has a module that captures what went well, so that the best practices can be shared with others. In absence of an automated tool this could be difficult to collate and process but the effort is worth a try.