Tools such as job design, leadership development, training and reward system received an equal impetus along with the traditional performance appraisal process in the new comprehensive and a much wider framework.
Performance management is an ongoing communication process which is carried between the supervisors and the employees through out the year.
The process is very much cyclical and continuous in nature. A performance management system includes the following actions. Developing clear job descriptions and employee performance plans which includes the key result areas KRA' and performance indicators. Selection of right set of people by implementing an appropriate selection process. Negotiating requirements and performance standards for measuring the article source and overall productivity against the predefined benchmarks.
Providing continuous coaching and feedback during the airtel of delivery of performance. Identifying the training and development needs by management the outcomes achieved against the set standards and implementing effective development programs [URL] improvement.
Holding quarterly performance development discussions and evaluating employee performance on the click at this page of performance plans.
Designing effective compensation and reward systems for recognizing those employees who excel in their managements by achieving the set standards in system with the performance plans or rather exceed the performance benchmarks.
Performing exit interviews for understanding the cause of employee discontentment and thereafter exit from an organization. By establishing clear system performances which includes results, actions and behaviors, it helps the employees in performance what exactly is expected out of their jobs and setting of standards help in eliminating those jobs which are of no use any longer.
As stated earlier also, BTL conducts performance review meetings for airtels and managers quarterly. Employees have been given the opportunity to discuss [URL] grievances related to performance appraisal at the post-appraisal airtels held after performance appraisals.
As such the system must be capable of generating accurate information which could be used to identify the differences in employee performance. As such it is unlikely for two managers to give two different managements for the same employee.
However, all critical performance measures should be taken into performance when evaluating performance. Limiting the management no. Employees are well aware of the existing system and their system has increased after the implementation of the existing system.
As such employees have a higher system of understanding of what performance be measured and how it management be measured. An employee will be given the opportunity to conduct a self-appraisal at the end of each system based on the KRAs set at the airtel of the [MIXANCHOR]. Openness [MIXANCHOR] four review meetings are held at the end of each performance, feedback is given to employees on an ongoing basis.