Performance management system

Abstract

A computerised method of managing the performance of an employee or a group of employees of an organisation, the method comprising the steps of: a) creating a job description containing jop description data for an employee or group of employees, b) creating an objectives file containing objectives data relating to objectives to be achieved by the employee or group of employees in the performance of their job description, c) processing of the job description data and the objectives data to obtain defined performance expectation data for employee or group of employees, d) receiving performance data obtained from the organisation relating to the performance of employee or group of employees, e) comparing the performance data with the defined performance expectations data and f) creating and / or modifying a development plan for the employee or group of employees.

Description

[0001] This invention relates to management systems, methods and apparatus. More particularly, the invention relates to organisational performance management and human resource management systems or methods.[0002] Efficient and effective performance management is of increasing importance in today's working culture. There are various systems in existence, most of which relate only to one specific management theory and are often piecemeal in their approach. Performance may be managed on the basis of prescription, that is required actions and behaviours may be specified, and it may also be measured on the basis of results. In this case the required outcomes are defined and less specification of tasks, behaviours or competencies is provided. Neither approach on its own is satisfactory, prescribed behaviours may not produce the desired results, and equally where required outcomes are specified the means used to achieve these may not be consistent with the organisation's values and policy...

AI Technical Summary

Problems solved by technology

Neither approach on its own is satisfactory, prescribed behaviours may not produce the desired results, and equally where required outcomes are specified the means used to achieve these may not be consistent with the organisation's values and policy.

This approach is too simplistic and fails to provide a proper account of an employee's total job performance, as measured by satisfaction of all job accountabilities, responsibilities and tasks as well as the individual objectives.

These prior art filing systems are inconvenient to update and do not maintain dynamic links to individual employees or to performance management resources.

Some existing systems generate job descriptions from static libraries of responsibilities and tasks, but do not allow the linking of employees by use of the main human resource system, nor do they allow the use and moderation of dynamic libraries.

There are systems that perform job analyses using various methods, but fail to provide links automatically to job descriptions or person specifications.

Such systems are prone to providing subjective data, and lack sophisticated design control to improve validity.

None of the 360-degree performance surveys integrate with all the aspects of individual job performance or the monitoring of organisational performance data from other systems.

In addition these survey systems have limited statistical analysis.

A further problem with current systems is that the entire performance review process is often institutionalised as an annual or biannual event with little ongoing performance review.

In addition there have been no systems to date which incorporate performance diagnostics.

There are no existing electronic performance management systems that place all aspects of individual and team performance within a single field of view.

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