4_3_Final_Project_Milestone_Three.docx 4-3 Final Project: Milestone Three Southern New Hampshire University OL-211: Human Resource Management HRM™s role is not only to develop employees through training. Another es
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4_3_Final_Project_Milestone_Three.docx 4-3 Final Project: Milestone Three Southern New Hampshire University OL-211: Human Resource Management HRM™s role is not only to develop employees through training. Another essential role of HRM is to develop and oversee an organizations performance management system. Performance management is the process of creating a work environment in which people can perform to the best of their abilities in order to meet a company™s goals.(Snell, Morris, and Bohlander, 2016)So what role does HRM play in the performance management process. It is HRM job supervise and coordinate its PMS. HRM is responsible for making sure that employees understand their goals. Also, if an employee is rated poorly HR should be involved to make sure that the manager and company is protected from possible claims of unfairness. To make sure that the process is aligned with the organizations strategic plan it™s a few steps that HRM can take. First step will be to set targets which reflects the company™s strategy. By setting those targets everyone will know what goals need to be met, so everyone will be on one accord. HRM will then need to make sure that they monitor and review frequently to make sure that the goals are being met. If they are not some decisions will need to be made to realign the PMS with the organizations strategic plan. Lastly, what will make the difference is getting the senior management to be committed. Having managers committed to meeting the goals will have employees enthused as . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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