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Assessing Readiness To Implement A Performance Management System

Assessing Readiness To Implement A Performance Management System

The change readiness assessment includes three sections. Select the score that best matches your assessment of the situation: 1 represents weak/low, and a score of 6 represents strong/high with the remaining numbers being degrees of weak or strong.

 

Current Readiness

Weak/low

 

 

Strong/high

1

2

3

4

5

6

 

Step 1: Creating The Pull: Do Key Stakeholders Understand The Need And Feel Motivated To Change?

 

 

Strategy and business goals: Is there a clear link between the business strategy & goals and how Performance Management is used to support the strategy and goals?

Weak/low

   

Strong/high

1

2

3

4

5

6

Leadership & Sponsorship: Has Senior Management made a public commitment to act as a sponsor of the launch of a Performance Management system?

Weak/low

   

Strong/high

1

2

3

4

5

6

Creating Measures: Have the leaders in the organisation provided a balanced scorecard of measures / goals / targets against which performance will be measured?

Weak/low

   

Strong/high

1

2

3

4

5

6

Stakeholder Identification & Assessment: Have all affected stakeholders been identified and the degree of impact of the change on the operation of their work unit been assessed?

Weak/low

   

Strong/high

1

2

3

4

5

6

 

 

Step 2: Supporting The People: Are Company And Stakeholder Goals Aligned To Enable Successful Movement Towards The Change?

 

 

Cultural Alignment: Will the change (launch of Performance Management system) be consistent with the current organisational culture?

Weak/low

   

Strong/high

1

2

3

4

5

6

Business & People Practices Alignment: Will HR policies, practices and processes (e.g., compensation, benefits, performance) support the change (launch of Performance Management system)?

Weak/low

   

Strong/high

1

2

3

4

5

6

Employee Training & Development: Does the infrastructure exist to build competence and confidence at all levels to implement the change (launch of Performance Management system) employees, i.e., provide them with the appropriate tools and training?

Weak/low

   

Strong/high

1

2

3

4

5

6

Leadership Transition: Is there a history of adequately helping managers and key employees implement HR and business process changes?

Weak/low

   

Strong/high

1

2

3

4

5

6

 

Step 3: Managing The Process: Can You Leverage Project And Programme Management Tools To Plan, Execute And Monitor The Launch Of Performance Management System?

 

 

Programme & Project Management: Are programme and project management practices and tools institutionalised?

Weak/low

   

Strong/high

1

2

3

4

5

6

Conflict Management: Is there a process in place for managing (identifying, addressing, resolving) conflict associated with the launch of a Performance Management system)?

Weak/low

   

Strong/high

1

2

3

4

5

6

Performance Measurement: Is there a framework and process for measuring the contribution performance management will contribute to organisational performance and effectiveness?

Weak/low

   

Strong/high

1

2

3

4

5

6

Evaluation and Debrief: Has the company successfully captured and institutionalised past lessons learned when similar changes have been introduced?

Weak/low

   

Strong/high

1

2

3

4

5

6

 

Interpretation of the scores:

Scores of mostly 1's and 2's: Very low readiness, high risk.

Need to develop "pull" so that stakeholders understand the change and feel motivated to participate. Employee "support" needs to be aligned, so that employees will have the ability to participate and will not encounter obstacles. Strong program and project "management" are required to continue to move the change forward and achieve results.

Scores of mostly 3's & 4's: Moderate readiness, moderate risk.

Moderate "pull" could build momentum, and moderate alignment means that employees will not encounter too many obstacles. But strong program and project "management" are required to continue to move the change forward and achieve results.

Scores of mostly 5's & 6's: Strong readiness, low risk.

The strong "pull" will build momentum and the strong "support" will provide employees with the ability to participate. However, the moderate "management" could result in the program overall not moving forward.


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Gary Watkins

Gary Watkins

Managing Director

BA LLB

C: +27 (0)82 416 7712

T: +27 (0)10 035 4185 (Office)

F: +27 (0)86 689 7862

Website: www.workinfo.com
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