The scientific literature is consensual about the main pain points that, to this day, still haunt the PMA process: insufficient feedback, subjectivity in the assessment of skills and objectives, lack of preparation of assessors, biases in the assessment and inconsistency of the assessment process. If this was the scenario at the time of the article's publication, the COVID-19 pandemic has intensified the debate. The period between 2020 and 2022 has led to impressive transformations in the way organisations operate and conduct their business. Within this scope, the management and organisation of work have also been impacted.
The transition to mass adoption of hybrid working models poses a set of unique challenges to a HRM. It must seek to design processes that enhance the management, monitoring and evaluation of performance and productivity, without relying solely on face-to-face interactions. On the other hand, HRM must also seek greater agility and flexibility in performance management, including the design of metrics that can capture the behaviours of adaptation to a changing context, preferably in real time.
Similarly, the adoption of new technologies, under the umbrella of Digital Transformation, requires new skills, e.g. digital literacy, from employees, which should be considered in skills development and assessment processes.
Throughout this article, I use the question mark four times, a sentiment shared by many HR professionals: where we came from, where we are, where we want to go. If uncertainty in the future is a fact, so is the importance of using new technologies in HR, particularly those that support us to make better decisions, anticipate trends and patterns, add more value.
This is one of the questions we reflect on in the Postgraduate Diploma in Strategic HR Practices at ISEG.
Artigo publicado na RH Magazine.