Question:
A recent CIPD survey, Outlook: Views of the profession, Winter 2016-17 asked HR professionals about their organisation’s priorities, both now and in three years’ time, and in particular how aligned they considered their HR activities were in achieving them.
The top three priorities identified were:
- Cost Management
- Talent Management
- Increasing Organisational agility and productivity
Select any TWO of the above priorities and
- Critically evaluate the extent to which your organisation’s performance management system (PMS) contributes their achievement. (60% weighting)
- Identify and justify recommendations to improve greater alignment between the two selected business priorities and the performance management system. (40% weighting)
GUIDELINES
Introduction
- The assignment is arranged in two parts; part one is weighted at 60% and part two weighted at 40%. With reference to the key priorities identified in the above survey, examine the extent to which your organisation’s performance management system (PMS) contributes to each of the above. For example cost management maybe associated with the PMS being used to determine pay for performance increases, there are also costs involved time taken to carry out performance reviews, training provision, etc. Talent management is sometimes seen as an integral aspect of PMS where managers identify employee potential, development needs and manage same. Agility and productivity are concerned with having a workforce that can respond quickly and effectively to change whilst also improving productivity. The PMS can contribute to this priority by identification of key skills and competencies, encouraging greater motivation, and provision of learning and development initiatives.
- Having carried out this initial exercise, select TWO priorities for evaluation. It is important that the foregoing evaluation is carried out within the context of your organisation’s PMS and its business objectives, the PMS proces, and follow-up action. The second part of the assignment focuses on the practical actions that the organization can take to create greater alignment between their PMS and business priorities.
- To assist you in this assignment it is important that you refer to a number of appropriate sources (minimum of 10 different sources) to inform your evaluation.
Solution:
Introduction
Performance management is a strategic practice in the management process. In this case, Ferreira and Otley (2009) noted that the process guides an entity in equipping leaders, workers and stakeholders at distinct levels. This is achieved through the use of particular tools and techniques for often planning, progressively monitoring and periodically measuring and review of the organization performance using different metrics for efficiency, effectiveness and impacts. Additionally, Noe et al. (2006) demonstrated that Performance Management System (PMS) includes a framework that offers a description and representation of the extent in which an organization cycle and performance planning is actualized. This also involves the process of measuring, reviewing, reporting and subsequent process of improvement which is supposed to be carried out, organized and successfully managed. This framework is also inclusive of a process of determining all the different role players in an organization. Human resources priorities include the processes that an organization puts in place to ensure that their team successfully works to attain their goals within a particular set timeline. Hence, the performance management system can be adopted as a strategic approach for facilitating different organizations to achieve their HR priorities. This report will argue that performance management system can successfully be used in achieving specific organizational priorities today and in future. To demonstrate the rationale of this assertion, cost and talent management will be utilized as the HR professional’s organization priorities. Additionally, an identification and recommendation on improving an enhanced alignment between the cost and talent management priorities and performance management system will equally be developed. This report will be segmented into two broad categories.
Performance Management System and HR Professionals Priorities
One of the fundamental success factors of the highly performing entities is prioritizing their human resources. As noted by Bowen and Ostroff (2004), in the modern organization practices, HR executives are challenged in developing an efficient and effective, simplified but result oriented solution to the people side of the business. For instance, cost management can be used by HR professionals in determining the best practice in overcoming the political and economic uncertainties. This can include strategies to cut costs, restructure employment payments based on performance and increase organization efficiency in targeting new clients. Additionally, the talent management can be used as a strategic process where the managers identify the employee’s potential, develop their needs and later manage them effectively.
In a general perspective, it is worth noting that PMS and HR professionals priorities links at the point where the need for the development of a roadmap for the creation of a unique competitive advantage exists. This is through outlining the strategic approach of the organizations leveraging on the existing human capital for the sake of addressing the challenges faced and consequently lead to achievement of the set business objectives. As noted by Ashton and Morton (2005), the most efficient HR professional priority must showcase the ability to create value through the existing organization workforce. This is also inclusive of the guidelines for the organization to adopt in the event of competing for new talents and retaining of existing talents.
Cost Management In the context of the organization, PMS facilitates a successful cost management as the organizations and HR professionals are already conversant with the value of automating their employee performance management process. This is in tandem to Brignall and Modell (2000) assertions that organization performance management………………………………………………………………………Please contact us to receive this assessment in full
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