Hr Systems and Firm Performance – an Observation in My Organisation
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HR Systems and Firm Performance – An observation in my Organisation:
It is very useful to have tools like the Balanced Score Card and the Vertical / Horizontal alignment Charts to engage as working professionals, because they allow us to effectively leverage the thought leadership and understand the established best practice – which can only be gained from practical experience. Therefore these models effectively facilitate a robust understanding of not only the what but more importantly of the how.
The Balanced Score Card (Kaplan and Norton) clearly illustrates that the Firms Performance is the sum of the Individual employees performance – in my experience, Performance appraisals are the bane of our organization. We have a comprehensive process which links Performance with Pay and Potential (known as the 3Ps process). In theory it sounds and feels very progressive, but in reality it often ends up being nothing more than an exercise in paper wasting, deception, and creative distortion.
The question of credibility therefore always emerges. How then do we raise our credibility? Coalitions and bridge building is a start but really it is about building robust rapport with our customers by demonstrating that we understand their issues, and, that we have the capacity and the motivation to be part of the solution. The latter must be actively demonstrated by effectively communicating whats in it for them! Too many interventions are seen to be just another fad and an excuse for the existence of HR as many organizations still seem to view HR as personnel.
My diagram below articulates some of the key challenges which we are facing:
If these challenges are not met effectively, it is not difficult to hypothesis the outcome. In my Organisation, the process works as illustrated below:
Therefore, the real challenge and at the same time; the key opportunity, is to create a paradigm shift which enables the HR professional to be recognized as a Co-Pilot to drive the business forward effectively and realize value over the long term with specific key areas of focus as I have tried to illustrate in the diagram below:
The way forward must therefore firmly articulate, both; the format and content of the design and structure of the Performance process which links business challenges to the HRs value proposition. In my Organisation, unfortunately, HR delivers what it wants to deliver as directed by head office. We must realize the one size does not fit all and that customization is sometimes which is not only required