Performance Management

PMSL has helped many companies develop a Performance Management System suitable to their needs and culture and which all employees feel comfortable with. Performance Management is a process far removed from the old ‘Performance Appraisal’ systems companies used to use long ago, often taken from a book or downloaded from the internet, and which most supervisors and managers dreaded as much as employees did. The new approach to designing systems that work involve employees from the ground floor upward in the actual design as well as in the setting of targets for their own and their team’s performance and in the evaluation of whether and how results have been achieved. Employees, together with the people they report to directly look at ways in which they can learn and develop the competencies they need to excel in their current position and to aspire to promotion to higher positions in the organisation.

The Performance Management System is intended to make sure that the work done by each employee contributes directly to the objectives and goals of the department they work in and that the Departmental objectives and goals are tied directly to the goals of the organisation as they are developed each year in the Strategic Plan and reflected in the Business Plan drawn up by each department. The Performance Management System is intended to be tied into a learning and development system that will be made available to all employees to enable them to improve their skills and to update them in keeping with changes in technology and international standards. The intention is that all employees will be involved, in developing, using and modifying the performance system on an on-going basis to make it relevant to their own working environment and culture. This involves all employees taking action on a day-to-day basis to manage their own work programs together with their supervisors, and to provide a direct link between monetary and non-monetary rewards for employees and the achievement of organizational objectives in as unbiased a way as is possible, not based on popularity or personal feelings, but upon achievement of agreed upon and measurable targets and goals. This removes the worry of favoritism as much as possible in the allocation of bonuses and promotion.
The design of the systems can be as simple or elaborate as needed by the organisations – but they fit the organisation and are tailored to its people, its needs and its culture.