1. Performance Management

2. Performance Management
Performance management is an ongoing process that occurs throughout the year to accomplish the strategic objectives of organization.
Performance management includes:
To set objectives
Discuss the expectations with employees and performance standards
Make identification of goals
To provide feedback
Evaluating Results
It is a function of HR and it helps the organization to know the existing employees abilities and skills would help the organization to face the upcoming business environment. Performance management helps to know the existing training process of organization is effective or not by the use of key performance indicators such as employees; output, satisfaction level, relationship with other employees, rate of error and attendance (Jackson, Schuler & Werner, 2011). If the performance level of employees is negative it means there is a need for change in the training process that would help the employees to improve their performance level.

3. Components of Performance management Plan
Planning
Establish unit strategy & goals
Align goals of employee & unit
Determine performance level criteria
Coaching
Coaching
Assessment
On-going feedback
Annual PD
Talent Discussion (Criteria)
Career Development
Create Individual Development Plan (IDP)
Utilize rotations and on-campus and off-campus training
Talent Discussion (Development)
HR department makes performance management plan on the basis of organizational mission, vision and objectives and also forms its own mission vision and objectives in that the employees could deliver the requirement of the organization towards the achievement of organizational objectives. Followings are some components of performance management plan
Planning:
Establish unit strategy & goals
Align goals of employee & unit
Determine performance level criteria
Assessment
On-going feedback
Annual PD
Talent Discussion (Criteria)
Recognition
Correlate SIP and performance
Correlate promotions and bonuses
Utilize low-cost, no-cost ideas
Career Development
Create Individual Development Plan (IDP)
Utilize rotations and on-campus and off-campus training
Talent Discussion (Development)
Coaching
Recognition
Correlate SIP and performance
Correlate promotions and bonuses
Utilize low-cost, no-cost ideas
Coaching

4. Gap in Performance
Every organization has some requirements that need to achieve organizational goals and objectives. But sometimes the employees could not be able to employ their best effort that causes negative impacts in their performance level. The gap in performance takes place because of the variation in the employee's performance and the needs performance by an organization to meet organizational needs (Mathis & Jackson, 2011). The performance gap is also helped the organization to make analysis of the employees in that the employees make improvement in their skills and knowledge for employing their best efforts towards the organizational mission and vision.

5. Address the Performance Gap by Performance Management
Performance gaps take because of the poor management of performance. Hence, performance management is an effective tool to address the performance gap because of its concerns towards the employees and respective performance level. This is because that the management of performance focuses over the significant processes and techniques such as coaching, training etc in that employees could be able to improve their effort level and meet the needs of their job profile (Mazur & Białostocka, 2010). On the other hand, performance management includes a set of mechanism in that the HR department ensures the development of human resources through the improvement in individual performance.

6. Performance management Plan
1. Develop/Review Position Description
2. Establish Performance Expectations
3. Identify Tools and Training Needed
4. Ongoing Feedback and Communication
5. Handle Issues as they Arise.
6. Adjust Assignments as Needed
7. Formal Performance Evaluation (no surprises!)
8. Discuss Possible Professional Development Plan
9. Merit Rewards Process
For example coaching to employees is a performance management plan includes different phase because of that the employees and other managing staffs could work mutually to empower human resources. The plan includes the following terms
Position Description Development: The development of position description and review of description is required (Ng & Wyrick, 2011).
Establish Performance Expectations: Then provide the information to employees about the expected performance.
Identify Tools and Training Needed: Provide the training to employees through the help of effective training tools
Ongoing Feedback and Communication: Make regular communication to know their feedbacks.
Handle Issues as they Arise
Adjust Assignments as Needed (Ng & Wyrick, 2011)
Formal Performance Evaluation
Discuss Possible Development Plan in the term of professional
Merit Rewards Process: To give a reward, who performs well.

7. Short term goals of Performance Management
The short term goal of the plan would be
Instant changes in learning behavior and attitudes: The changes in attitude and behavior towards the workplace learning are a short term goal of the plan because it would ensure the long-term success (Schmitt, 2012).
Little bit improvement in output
Changes in organizational working environment
Quality improvement: how well work must be done in terms of accuracy, appearance, completeness, thoroughness, precision, and compliance with professional standards which may have been established in an occupation (Schmitt, 2012).
Achievement of Monthly target: Monthly target should be achieved to develop the benchmark for performance plan (Schmitt, 2012).

8. Long term goals
The performance management plans facilitate the organizations to on the right track for meeting organizational mission and vision. Hence, the long-term goals of the performance plan will be
To reduce the performance gap
To improve situation based decision making for facing any kind of business situations
To reach on the higher output level for being industry leadership
To reduce the conflicts between the different employees because of the difference in culture:
To develop the acceptable workplace culture and environment that would hold the value and belief of every organizational employee whether they are belonging from the majority group or minority group

9. Permanent Change Components in Performance Management Plan
For a performance management plan, the permanent change component would be
Recruitment & Selection
To attain the organization strategic goals, suppose if the HR manager of an organization does not hire the employees according to the vision and mission of the organization then; the organization could not be able to fulfill its objectives (Ng & Wyrick, 2011). Therefore the plan would establish the upcoming selection of employees for strategic job profile
Security of Job
It is also a main function of the HR manager to give the support to the employees at the workplace and make a plan for that the employees could get the effective training and could ensure the job validity.
Relationship with Employees
The effective performance plan would manage the relationship strength between employees and organization by measuring their job satisfaction, and employees’ engagement (Ng & Wyrick, 2011). Employee relationship helps the organization to reduce the impacts of conflicts of the workplace over the decision making ability of managers related to performance evaluation.

10. Trigger points for Performance Management Plan
The trigger points of missed target for a performance management plan could be based on three different indicators that are given below:
Indicator 1: It is a target zone that includes the management of the performance to achieve the desired target. If the target is not achieved then the responsible authorities could know about the missed target to make a change in performance management plan to ensure success.
Indicator 2: if the first indicator gives the positive sign at that time this indicator works that is cautionary zone. This indicator requires the regular review and correction in the performance plan and related actions.
Indicator 3: this indicator would describe the limits of acceptable performance. It means, when the result will be unacceptable then the management authorities could know and make changes in the performance management process to ensure acceptable results.

11. Training Strategy to Address Performance Gap
The training strategy is an effective technique to address the performance gap. The training strategy ensures the success of the organization therefore; It would include development and learning strategies on the basis of organizational training policies because of that the employees could use the learning to replace the gap in performance (Bartram, 2000).
Talent development strategy: This strategy would also helps the organization to employ employees friendly rules and working environment that could motivate the employees to work for the organization and could be give their services to organization for long-time
Strategic learning: It would help the organization to prepare the employees to make the decisions on the basis of respective situations (Bartram, 2000).

12. References
Bartram, D. (2000). Internet Recruitment and Selection: Kissing Frogs to find Princes. International Journal of Selection and Assessment, 8 (4), 261–274.
Jackson, S.E., Schuler, R.S. & Werner, S. (2011). Managing Human Resources (11th ed.). USA: Cengage Learning.
Lewis, R.E. & Heckman, R.J. (2006). Talent management: A critical review. Human Resource Management Review, 16(2), pp. 139–154.
Mathis, R.L. & Jackson, J.H. (2011). Human Resource Management: Essential Perspectives (6th ed.). USA: Cengage Learning.
Mazur, B. & Białostocka, P. (2010). Cultural Diversity in Organisational Theory and Practice. Journal of Intercultural Management, 2(2), 5–15.
Ng, E.S.W. & Wyrick, C.R. (2011). Motivational bases for managing diversity: A model of leadership commitment. Human Resource Management Review, 21,
Schmitt, N. (2012). The Oxford Handbook of Personnel Assessment and Selection. USA: Oxford University Press.