Hr Systems and Firm Performance - an Observation in My Organisation

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 Firm's Performance is the sum of the Individual employee's 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 3P's 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 'what's in it for them'! Too many interventions are seen to be just another fad and an excuse for the existence of HR as many organization's 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 HR's 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

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