Abstract:
The Institute for Art and Culture (IAC) is a federally charted private institute that is
recognized by HEC. IAC distinguishes itself by acknowledging and embracing the
advantages of multidisciplinary education. This educational approach involvesstudying a
specific subject from various disciplinary perspectives. The HR department at the Institute
for Art and Culture (IAC) primarily functions in an administrative capacity, handling tasks
related to documentation processing for hiring, onboarding, and terminations, along with
managing employee records. Compliance with labor laws is a key focus, ensuring
adherence to legal requirements. However, the HR practices at IAC reveal certain
shortcomings. Training programs are not strategically aligned with organizational goals,
and thereis minimal emphasis on identifying and addressing skill gaps for future needs.
Performance appraisals occur without a clear connection between individual goalsand
organizational objectives, and continuous performance feedback and development are
scarce.
HR practices performance appraisal annually by showing the least concern with employee
performance and training & development needs. The performance appraisal process
involves collaboration between managers and employees. HR consider the manager's
rating for subordinates so here we can say that HR is playingan admin role by giving the
authority to the manager to rate his/her subordinate andmake decision about performance.
By playing an Administrative role HR is lackingin defining KPIs. The lack of clarity in
defining KPIs leads to confusion regardingjob responsibilities, goals, and performance
expectations. The absence of KPIs makes it challenging to measure and quantify an
employee's contributions and achievements at IAC. This difficulty extends to identifying
areas for improvement,providing constructive feedback, and recognizing high performers.
The Institute for Art and Culture (IAC) is advised to establish Key Performance Indicators
(KPIs) through thorough internal and external analysis, adhering to the SMART (Specific,
Measurable, Achievable, Relevant, and Time-bound) criteria, in line withthe Goal-setting
Theory. Employee Development Plans (EDPs) are recommended as a method for defining
KPIs, aligning with the Goal-setting Theory, and involvingstructured strategies to enhance2
individual employees' skills, knowledge, and abilities. These plans should align with
personal career goals and the broader objectives of the organization.
Emphasizing the contemporary era of digitalization, the suggestion is made for HRto utilize
tools like Odoo for communicating KPIs effectively. This comprehensiveapproach aims to
integrate organizational goals with individual development,ensuring a strategic alignment
that fosters growth, and skills enhancement and contributes to overall success.
