Traditionally in some organizations, performance plans are developed based on employees’ job descriptions. This, however, cannot lead to achieving the expected results, as it elaborates only the activities and not the performance accomplished. Activities in isolation cannot be aligned to organizational goals. Here are a few examples.
Human Resource Manager—Work requires exceptional skill in managing people, recruiting and motivating them, designing suitable compensation, planning of manpower retention and redundancy, designing suitable training programmes, managing organizational change through development, and finally managing the performance of employees.