Having the most qualified employees in your organization is not a guarantee that they will deliver. They require performance assessment programs that review their work with the aim of guiding them and offering insights in areas where weaknesses have been detected. The success of any business performance assessment program depends on the strength of several key pillars. The pillars touch on the management and personnel at all levels.
Target selection and continuous as well as conscientious development of your workforce- only employees with a realistic chance of delivering should be hired. The opportunity to improve their skills must be provided. No effort will produce results if the employees have little aptitude or are not trained for the job.
Smooth flow of thought and action across various organizational levels- the expectations of supervisors must be known to their juniors. Junior staff must also make their expectations known to their supervisors. This creates synergy across different levels within the organization. It creates a basis for performance appraisal.
Inclusion of regular assessment among supervisory responsibilities- the organization must assign resources to assessment through setting of targets and giving feedback. Supervisors and the workforce must embrace this as part of their responsibility. This appraisal must, however, be assimilate instead of appearing like a disruption. Such an attitude will lead to its complete failure.
An open and objective criterion- a conscientious commitment to open evaluation and distinguishing of delivery levels is required. A formal appraisal method must exist and must be applied with distinction. It eliminates the possibility of obscurity which breeds disgruntled employees. They will be dissatisfied with the process leading to complete collapse.
A performance and reward connection- the management must reward workers based on their output. This can be done in monetary or non-monetary terms. Workers who are not appreciated lack the drive to go the extra-mile and will be demoralized.
Appreciation of the existence of exceptional and extraordinary cases- extreme delivery cases exist in all work environments. Top performers must be rewarded through promotions while action is taken on poor performers. They require counseling to help them identify their flaws and work on them. You are allowed to release perpetual poor performers who do not respond to motivation.
Upper management that appreciates the appraisal tools, processes and products- the active participation and recognition of the program by management is crucial for its success. They must not ignore it or appear to be cynical. Failure to recognize it leads to laxity and demoralizes the entire team. Actions on employees must be based on the outcome of this process.
Every employee must have a role based competency and behavior expectation. This role includes around five or six competencies that will define success in his role. This employee should understand expected skills and responsibilities when he is being hired. These competencies and expectations will be revisited during review.
Every performance appraisal program must be time bound. It gives supervisors the limits within which reviews will be conducted. Frequent reviews help to identify weaknesses and ensure that appropriate measures are taken before the flaws affect performance. The process must be embraced by the entire organization for it to succeed.
Target selection and continuous as well as conscientious development of your workforce- only employees with a realistic chance of delivering should be hired. The opportunity to improve their skills must be provided. No effort will produce results if the employees have little aptitude or are not trained for the job.
Smooth flow of thought and action across various organizational levels- the expectations of supervisors must be known to their juniors. Junior staff must also make their expectations known to their supervisors. This creates synergy across different levels within the organization. It creates a basis for performance appraisal.
Inclusion of regular assessment among supervisory responsibilities- the organization must assign resources to assessment through setting of targets and giving feedback. Supervisors and the workforce must embrace this as part of their responsibility. This appraisal must, however, be assimilate instead of appearing like a disruption. Such an attitude will lead to its complete failure.
An open and objective criterion- a conscientious commitment to open evaluation and distinguishing of delivery levels is required. A formal appraisal method must exist and must be applied with distinction. It eliminates the possibility of obscurity which breeds disgruntled employees. They will be dissatisfied with the process leading to complete collapse.
A performance and reward connection- the management must reward workers based on their output. This can be done in monetary or non-monetary terms. Workers who are not appreciated lack the drive to go the extra-mile and will be demoralized.
Appreciation of the existence of exceptional and extraordinary cases- extreme delivery cases exist in all work environments. Top performers must be rewarded through promotions while action is taken on poor performers. They require counseling to help them identify their flaws and work on them. You are allowed to release perpetual poor performers who do not respond to motivation.
Upper management that appreciates the appraisal tools, processes and products- the active participation and recognition of the program by management is crucial for its success. They must not ignore it or appear to be cynical. Failure to recognize it leads to laxity and demoralizes the entire team. Actions on employees must be based on the outcome of this process.
Every employee must have a role based competency and behavior expectation. This role includes around five or six competencies that will define success in his role. This employee should understand expected skills and responsibilities when he is being hired. These competencies and expectations will be revisited during review.
Every performance appraisal program must be time bound. It gives supervisors the limits within which reviews will be conducted. Frequent reviews help to identify weaknesses and ensure that appropriate measures are taken before the flaws affect performance. The process must be embraced by the entire organization for it to succeed.
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