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Reasons for Organizations to have Process Oriented and a Written Process

In every workplace today, process oriented, performance improvement, written process and the role of performance management has become a popular topic. Why is there an intense focus on process orientation now?  The pressures in business are constantly increasing and companies are needed to be a lot more effective efficient, execute better business strategy and remain competitive.

While the HR experts understand the significant of a process oriented management, they are constantly challenged by internal obstacles. When someone talks about performance management or process oriented, what is the normal response?  Do employees and managers cringe to avoid having a process oriented process or performance management related tasks? Do ideas of tracking down an incomplete written process come to mind? It can be changed.

Most companies take steps to address the negative perspective of performance management.  They implement creative solutions to make sure the process deliver perfect results and improve performance.

 The idea behind addressing such a topic is to offer proper guidelines and practical steps that can be used to enhance the management of an organization.

 Process oriented review- part of an ongoing process 

Every often when one thinks of a process oriented review, one often thinks of a performance appraisal. Process oriented is a lot more than just an appraisal. Properly written appraisals should show a summary of an ongoing, year round dialogue. Paying attention to an annual appraisal form often creates a certain amount of misunderstanding and under appreciation of the advantages of process oriented review.  A proper process allows managers to evaluate and measure single performances and divide productivity by:

  • Lining up individual employees work with planned business objectives
  • Offering visibility and clarification related to performance expectations.
  • Documenting personal performance to support compensation and career planning decisions
  • Focusing on skill development and learning activity choices
  • Create a documentation for legal purposes to support decisions and minimize disputes

Results of a poorly structured process

The results of a poorly structured process management process will be wastage of time and resources.  Low employee engagement levels could mean that individuals are not performing their best. Improper evaluation terms and conditions could lead to a misunderstanding. 

If the great performers see no difference in the performance ratings, chances and compensations from the underachievers, then their morale can suffer. No documentation, visibility and accountability can affect the stakeholders who are a lot more demanding and transparent.

Management buy in is important to the performance management process. If in case the management doesn’t understand the significance and value of the process, it could lead to an incomplete written process or process orientation.

Process orientation is not something new in the business world. Making organization a process oriented goal can help in making people less dependent on aligning turnaround times and creating standard procedures.

When it comes to fixing the problem, you should pay attention to eliminating the defects, problems and constraints. Contrary to detail planning which will be followed by a big bang integration of changes, it is best to test the changes. In case of a drastic process change, it’s not always possible, even though prototyping and parallel operations could help reduce the risk and pain of the major change.

Process oriented can be improved without changes made in the process, but with better clarification, training, measurement or emphasis on it. It has to be well written and well communicated with everyone in the organization.

However, there is a list of ways that needs planning and coordination. For instance, don’t delete inspections of nuclear pressure vessels without a proper plan in place, along with the customer’s approvals.

  • Explore the process owners and accountability for integration of improvements and ongoing performance results.
  • Work faster and compress time by multi-tasking operations, deleting hold points and inspections, scheduling better, reducing capacity and defect bottlenecks.

Finally, the process should be written and communicated to everyone in the company.



Sameer Sinha