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July 21, 2013

Essay on HR Performance Gap Management

11:10 AM
Human Resource Management
Performance gap may be defined as the gap or disparity between the performances of the strongest and the weakest staff in the same organisation. Also known as differential, the People Performance Gap is typically 25%-100% in simple jobs and as much as 500%-1,000% in complex and high-responsibility positions that require broader and higher level skills. The Chief information officer of a leading company was quoted as saying that "my best programmers produce ten times as much code, of better quality, than my least-effective keepers."(Bottos, 2006) If the performance gap is closed, it may provide stunning increase in profit at most companies even if their profitability is at its peak already.

Let us take an example of two colleagues who work in the same position at the same company. One is Jack and the other is Martin. Jack is highly motivated and demonstrates the desired behavior. He has never been involved in the conduction of any unethical and unlawful practice at the organization while on the other hand, Martin is an anti-thesis.  It must be kept in mind that the performance gap is caused by four elements:
1.      There are obstacles to adopt the desired behavior.
2.      The desired behavior is sanctioned.
3.      3. Conduct of an alternative or undesirable conduct is rewarded.
4.      4. No matter that the conduct is adopted or not.

In this scenario, the lack of skills or training is not a cause of problem for the company since Martin may an equally talented employee but he is not really motivated. It is therefore very important to examine the reasons why an employee fails to achieve the objectives. Once identified the cause of his performance gaps, the company will be able to make the necessary changes to help Martin improve his performance and reach his goals.(Davis,1996)
The following statements indicate that the differences in performance of an employee are not attributable to his lack of competence, but to other factors:
Before concluding that the employees who do not meet the expectations of a position require additional training to improve, it is worthwhile to analyze the situation. The company will be able to save money on training and find ways to create a work environment that encourages good performance of all its employees.(Noe,2003)
The process of Human Resources evaluation is one of the pillars of business performance. Indeed, many organizations owe their success to the teams within them. Too often overlooked, forgotten by the accountants in the valuation of companies, human capital is one of the points that can differentiate a company, apart from its competitors.
An effective evaluation HR processes is a process able to identify the skills required by the company, provide the necessary human resources through staff training or recruiting new employees, evaluate the effectiveness of actions taken, involve every employee in achieving the quality objectives.

How to provide feedback to employees on under-achievement or poor performance?
Many HR managers are confronted with the task of providing their feedback to employees on under-achievement or poor performance. It is essential for the HR manager to come up with a constructive feedback even if the performance of the employees has been on the low.  The manager should point out the difference between present performances and agreed upon future expectations.  They must particularly mention the impact of the individual’s performance both on himself and the organisation.(Dreher, 2001)
It is high time that the manger must get to the bottom of what caused the poor performance. The causes are even more important than the results. If redressed, the results will naturally be positive. The feedback must ask for ideas on the employee can correct and then add his own set of suggestions.(Robbins,2004)
In the first place, we will analyze the case of The Hartford Times. Apart from the existence of a mobility clause in the contract, the issue of change in workplace by the employer is complex. The stakes are high because if this mutation is a change in your employment, you are able to refuse. Conversely, if it is only a simple change in your working conditions, it is within the power management of your employer and you cannot challenge it.

Following the closure of the establishment of Rouret in which they worked, the employees were informed of their transfer to a new facility located in Mougins. They were dismissed for refusing this change.
They believe that the change in the workplace was a change in their employment contract they were entitled to refuse and then seize the industrial tribunal to obtain damages for breach of employment contract. The judges state that to assign an employee to another facility located in the same geographic area does not change the workplace and is a simple change in working conditions.
This change therefore within the power of direction of the employer.
On the other hand, The Los Angeles Times Tribune’s approach was likely to save money, on personnel and newsprint. Newsroom staffs — already much smaller than they were a few years ago — were cut, though no head counts were given. Mr. Michaels revealed that the company had analyzed the volume of material produced by each reporter, and the per capita production at each paper; it concluded that many people were not pulling their weight and would hardly be missed. The management decided that all of Tribune’s papers would have more graphics, charts and other easily digested elements that surveys show readers like. In this case, the reporters and editors did not tend to learn new ways and their resistance to change resulted in their retrenchment. Had they accustomed themselves to the new demands of the management, the consequence could have been otherwise.
The changes in both the organisations will be implemented gradually. Since the cases vary from each other hence the timeline will be separate for each.
Timeline for the change of location for The Hartford Times
Task                               Start Date                            Duration/days                   End Date
Introduction of               13/10/11                              5                                        18/10/11
Company’s new Work place
Detailed meeting with employees    20/10/11              1                                     21/10/11
Submission of Approval/consent                                   25                                 10/11/11
From Employees
 Final Relocation                                                           30                                   30/12/11

Timeline for the Change in The Los Angeles Times
Task                   Start Date                    Duration/days                  End Date
Introduction        13/10/11                       5                                      18/10/11
of New policy
Time for Existing     1/10/11                    30                                     1/11/11
Employees to adapt to new work policy
Implementation of new policy                   1                                      2/11/11
Retrenchment of redundant employees             1                                     5/11/11

Performance indicators are generally known as numerical measures of achievement that can easily be collected and used.  A more sophisticated definition from the Office of Public Management is: A performance indicator defines the measurement of a piece of important and useful information about the performance of a program expressed as a percentage, index, rate or other comparison which is monitored at regular intervals and is compared to one or more criterion.( )
There are two kinds of performance indicators: quantitative or qualitative. Performance indicators are one kind of quantitative performance information. Activity information can be qualitative or quantitative.
Many of the statistics that organisations typically keep are quantitative activity information. For example, the number of clients, the number of groups runs, the number of referrals. This is not principally performance information. Performance information would include information about what the clients achieved and what the groups achieved.

There is certain established criterion which is used to evaluate the benefits of the employee.  Though the employee benefits carry different level of value which largely hinges on staff age, sex, and other factors but there are a couple of benefits that employee value as rewarding.
Given the fact that the cost of health care has risen drastically over the years, the childcare facility ensured by my organisation will have a pleasing effect on the employee. In other words this facility falls under the commonly held “wellness plan.” Needless to say, childcare institute will be valued by employees that in turn will increase the productivity of the employees hence beneficial to the organization.

In order monitor the impact of the centre upon staff, it is necessary to keep a tab on the performance and productivity of the employees. This option can be cost effective as it makes the most of existing talent who have had firsthand experience within the companies systems and procedures. In addition, it could raise staff morale.(Snell, 2002)
How would you go about monitoring the success of the childcare centre as a benefit?
In order monitor the success of childcare centre, there are a couple of indicators that can be used. First of all, there are statistical aspects that must be kept in mind. Secondly, the employee productivity and morale at the work place also go hand in hand with the success of the childcare centre as a benefit.
The installation of new security gadgets such as RFID has stepped up Orwellian fears and concerns about privacy. RFID tags sewn into clothing or even embedded under people's skin is said to be useful in curbing identity theft, identifying disaster victims and improving medical care. This kind of technology has attracted both its advocates and supporters.(Ayers, 2008)  It can prove to be one good way to measure HR success. 
The advocates pinpoint the advantages of this technology and back its use at workplace. Technologies are changing very rapidly currently and a new skilled workforce is required. HR Mangers may find recruitment for suitably skilled people extremely difficult. The recruitment and retention of high skilled workers can have serious cost implications.(Solomon, 1999)
Most of the evaluation is done through recruitment software. Once the evaluation is complete, Dell can take away these strategies and use them to help with the proper growth within the company.
The main objective to having a staffing strategy is to help meet the company's business goals. The understanding of business goals keeps the competitive advantage low for other organizations to try to take over. By having the company business goals in mind helps with the continuous growth of the company to become larger and possibly hire more often with in time.
Organizations are experiencing major environmental upheavals such as increased globalization, deregulated industrial relation system, competition and technological advances. These economic, social and political contexts have in turn triggered a complex multiplicity of overlapping, concurrent initiatives that are radically altering existing structures, cultures and job requirements. In turn, HR and line managers must successfully source and attract potential employees in a highly competitive environment as well as abiding by legislation relating to equal employment, workplace relations and privacy legislation.(Phillips,2009)

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