People Power - JD cum KPA Tool

Performance assessment tool for employees engaged in routine tasks and activities in the organisation (irrespective of their level / hierarchy).Certain employees in most organizations do not have individually identifiable deliverables which can be quantified / measured / separately. The decisions they take are mostly programmed decisions. Few such positions are for example Time Keeper, Commercial Executive, HR Executive, Accounts Executive, Design Assistant etc. For them a JD cum KPA format first records their jobs and responsibilities, distinguishing between critical and general tasks. Then the same format is used for assessing and evaluating their performance against the laid down tasks and activities as above. This is useful as a JD cum assessment tool, simple and easy to use / understand. Using this tool, performance control and assessment both can be done on an ongoing basis.

People Power - Graded Assessment Tool

Here performance and results can be measured on a continuous scale (e.g., percentage of target met, actual time taken vs plan, no. of activities completed against budget etc) and weightage are assigned to the performance parameters. Parameters are derived from the KRAs and KRAs are derived from the Job Description. Higher weightage is provided to more important tasks. Therefore work can be quantified based on a fixed scale and can be assessed on a continuous basis.

People Power - Continuous Performance Review Tool

Designed for those junior level employees who conduct routine tasks and work within teams, this performance measurement tool makes it possible to measure their performance, where it is normally difficult to attribute specific results to the afore mentioned individuals. These employees have to perform consistently and continuously on routine chores. This form enables recording of specific contributions / failures of individuals within a team which might go unnoticed if performance is appraised annually.

People Power - Absolute KRA Tool

This tool is useful for jobs whose assessment is measured on successful completion of activities and tasks and not necessarily on results. For example: Statutory compliance, safety compliance, timely submission of reports etc.

NLP

Neuro Linguistic Programming is a very useful tool to assess and understand human feelings, expressions as well as to diagnose, motivate and change the behaviour of people, providing them with inspiration and role models that they can follow. In the competitive and challenging work atmosphere counseling of employees and stress management is becoming increasingly important and NLP enables the means to that end.

Competency Mapping

Competency mapping is a process through which one assesses and determines one’s strengths as an individual worker and in some cases, as part of an organization. It generally examines two areas:

• Emotional intelligence and behavioural skills like leadership, empathy, decision making, relationship management, communication (general), patience, handling pressure, etc.
• Functional/ Technical strengths in the areas of work for instance accounting, planning, engineering, specific machine handling, making presentations, driving, etc.

Large organizations frequently employ some form of competency mapping to understand how to most effectively employ the competencies or strengths of workers as well as to analyze the combination of strengths in different workers so that they can create the most effective teams and the highest quality work.
In the present context, if a company does not respond to competency mapping by re-organizing its employees, it may result in unhappiness of its internal customers and hence, no benefits. A person identified as needing to learn new things in order to remain happy might find himself or herself in a position where no new training is ever required. Again, if the employer cannot provide a position for an employee that fits him or her better, competency mapping may be of little use.

Talent Inventory

This tool is meant for recording and measuring the pool of talent available in an organisation so that development of the talent pool can be tracked based on some structured and quantifiable parameters. The talent inventory within an organisation comprises of the sum total of knowledge, skills, abilities, competencies inherent in the individuals working at different levels. The desired talent inventory is categorized and mapped into functional/technical & behavioral and rated against actual available talent pool in order to arrive at the gaps.

Balanced Scorecard

The Balanced Scorecard was developed by Robert S. Kaplan and David P Norton as a performance measurement framework that included strategic non-financial performance measures to traditional financial ones in order to arrive at a more holistic and balanced view of organizational performance. The BSC is now-a-days extensively used in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The Balanced Scorecard suggests that we view the organization’s performance from four perspectives - Learning and Growth, Internal Business Processes, Customer, Financials. All of these perspectives are like those of the legs of a table; all are necessary for the table to stand upright and be functional in a proper way. If proper training is imparted to an employee and his need for growth – personal and professional, are both taken care of, it would result in a motivated individual who is able to function more efficiently leading to superior business processes, which in turn leads to a delighted customer. A delighted customer always returns and this would result in greater returns and profits for the company-hence taking care of the financial aspect of the business.