If GBPM is all about achieving goals, why are employees resistant to it? Arenít they already achieving goals? Why should there be opposition to something that seems no different from what they are already doing?
GBPM is not all that easy to sink in into employeesí psyche. The basic reason for resistance to the idea of linking pay to performance is that they have to give up many benefits that they had taken for granted. Implementing a GBPM is sure to rouse employees out of their comfort zone. If there is widespread opposition to it, should managements still go ahead with it?
Setting goals means employees get rewarded for achieving those goals, and not otherwise. This is the catch. This is where it is different from the set pay, which people get whether they perform to set goals or not. So, when something like the GBPM is going to be introduced, employees feel ill at ease, because it entails drastic changes to the work they do.
HR has a role
How do managements and HR convey to employees the need for adapting a GBPM system? Is it easy to make them understand that they have to Ďgive upí something because the organization needs them to? Is it an easy thing to convince them that this sacrifice is for the organizationís, and eventually, their own good?
This is where attending a webinar that TrainHR, a leading provider of continuous professional education for the HR industry, entitled Linking Performance Pay and Organizational Goals, will be of immense benefit. The webinar, which is slated for December 6, will have Teri Morning as the speaker.
Teri Morning is an MBA, MS, SPHR, and SPHR-CA, and is the President of her own HR Consulting firm, Teri Morning Enterprises. She calls herself her organizationís CEO, its Chief Everything Officer! She has been running her own organization since early 2005, and specializes in Compensation, Performance Management, Employee Investigations, Problems and Interventions.
This session will offer participants ways by which GBPM can be implemented in an organization without hurting employees. It will offer GBPM as part of the variable pay component, which means it will allow employees to get a pay for their work, and use GBPM as some kind of incentive. This session will drive home the important point that GBPM needs to be tied with organizational goals.
The point of this learning session is that the best way to make employees accept GBPM is to link it with organizational goals. Employees need to be made to understand that their growth and the organizationís are interlinked and inseparable. This is the basis that sets the tone for successful implementation of GBPM.
This session will cover the following areas:
o What is goal based performance management. What are its advantages?
o What are the performance tools managers have at their disposal and when to use each tool?
o What it means to drive goals down through an organization
o The steps to take a goal apart for the purpose of ďdriving it downĒ
o How to set individual employee goals
o How to coach and counsel employees who are not meeting goals
o What are two-track vs. one track performance measures.
o Why some supervisors donít want to get on board with what they may (mistakenly) view as a change to their job responsibilities and how to get past that
o What to do with the employee who does not want goals set for them
o How (GBPM) integrates, supports and advances other HR programs, plans and systems
o What to look for when moving to a web-based, on-demand GBPM measurement system
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