Performance Management: Procter and Gamble
Introduction
The human resource or the man power is considered as the most important resource of any business or organization. In 1976, the term performance management had been coined by Beer and Ruh, and its concept had become one of the most important developments in the field of human resource management (Armstrong 2000, p. 1).
It is the strategic and integrated processes that help to deliver as well as to maintain the success of the organization by improving the performance of the employees as well as by developing the abilities and skills of each and every individual in order to create a well-established team (Armstrong 2000, p. 1).
Evaluation of the Performance Management Processes in Procter and Gamble
In Procter & Gamble, in order to maintain the standard of their human resource, the senior vice president of the HR is responsible in personally overseeing the annual diversity reviews with the director of the diversity as well as the top management of each and every function and business units in order to help to develop and improve the next generation of their leaders. The accountability for the diversity is incorporated in the performance reviews that are available in all of the levels of the organization (Digh 1998).
Furthermore, the performance review of the employees is based on the different factors like the ability of the employees to respect as well as to work in effective manner with the diverse people (Digh 1998).
The supervisors are also included in the review, where in it will be based on their ability to develop people regardless of their sex and age (Digh 1998). The said strategy or performance management program is being done in order to make sure that each and every employee is working according to the standard of the company that will help to improve their performance in the market.
The company is also known for innovative approaches in order to improve team work. The company is putting their line managers to the human resource position and then rotates them back to the line management. The said program is being done in order to ensure that the human resource department of the company is fully integrated with the business. In addition to that, it is also done in order to see the human resource of the company as a credible function and a highly influential factor or aspect in the company (Gandossy 2004, p. 15).
The company is also gathering different feedback from the students of the company and then used the data and information from the said feedback in order to make some of the adjustments to the work experience program based on the suggestions of the students. The said program gives benefits both for the company as well as with the individual. It is due to the fact that during the said program, the company had been able to assess if an individual is a good fit for the company. On the other hand, the student gains first-hand information and experience that will help them to improve and develop their skills (National Council For Work Experience 2008).
Effects of the Performance Management Program on the Key Performance Indicators
The said focus of the company to the performance management had helped them to become one of the most successful companies in the world. The primary goal of the company is to offer new products and more innovations to their customers in order to meet their demands and needs. The implementation of the performance management of the company had helped them to innovate more. It had helped the company to become one of the most innovative companies in the world, by offering different line of products and as well as different features in more often manners. It had also helped them to retain their position in the market as well as to maintain the financial aspect of the company.
In terms of the student work experience program, the company benefit from a higher retention rate in the employees who started their career in the company as a placement student (National Council For Work Experience 2008).
Another important impact of the performance management processes of the company is that, it had helped them to create a good working environment and ambience. The cultural differences are properly managed as well as the relationship of the upper level management about the female and minorities.
Furthermore, the company had been able to prevent discrimination and the other effects of misunderstanding inside the company to ensure that the employees of the company will work at their best. The gap between men and women as well grown-ups and youngsters are not considered as big issues inside the company because they are implementing fair management.
Recommendation
The three most important factors or aspects of the performance management process of the company can be considered as learning-focus. The company must also focus on different aspects of human resource that will help them to drive motivation from their workers. Furthermore, the said three aspects are also important in maintaining the activeness of the employees in participating in the overall process or transaction of the company.
In addition to that, it is also important for the management to create or conduct some activities that will connect the employees from the upper level management and lower level management, in not so professional ways such as gatherings and parties as well as company events that will help to boos the relationship of the employees minus the awkwardness that might affect the performance of the employees.
Communication is also an important factor. The company must be able to set different meetings and seminar that will let the employees know about the different happenings and events that are going on in the business.
Compensations and benefits are also important because, the said two are considered as the key driver for motivation. This is due to the fact that the primary reason of the employees for working is to support their selves or their family’s daily living.
Bibliography
Armstrong, M 2000, Performance Management: Key Strategies and Practical Guidelines, Kogan Page, p. 1
Digh, P 1998, The Next Challenge: Holding People Accountable, HR Magazine, Society for Human Resources Management, viewed 17 April 2008, <http:/ /www.realwork.com/articles.asp?filename=holdingpeople.html>
Gandossy, R & Kao, T 2004, Talent Wars: Out of Mind, Out of Practice, Human Resource Planning, vol. 27, no. 4, pp. 15 – 23
National Council for Work Experience 2008, Work Experience, HR Circles, viewed 17 April 2008, <http://www.changeboard.com/hrcircles/blogs/hr_b est_practice/archive/2008/03/13/work-experience-procter-amp-gamble.aspx>
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