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.
Deliberate hiring and continuous development of your workforce- only individuals with particular skills should be hired. Their skills provide realistic chances of delivering to your expectation. The organization must put in place mechanisms to ensure that these individuals sharpen their skills through continuous learning. Lack of skills cannot be compensated by any scale of motivation.
Free circulation of ideas and actions throughout the organization- every individual must be aware of the expectations from those above him and those below. It is these expectations that enable supervisors to provide necessary tools to their juniors and the juniors to meet targets set by their supervisors. This level of awareness creates a common goal which everyone works towards. With clarity of expectations, appraisal is easy to conduct.
Making performance assessment part of the responsibilities of supervisors- a culture of targets and feedback must be developed within all ranks. Supervisors must take this as their responsibility. It should be smoothly assimilated to avoid interfering with normal activities which would make the entire process a burden to workers and lead to its 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 connection between excellent work and reward- monetary and non-monetary rewards must accompany recognition as a top performer. This is a clear signal that those who work hard and deliver on set targets are appreciated. Failure to appreciate employees demoralizes them leading to collapse of the entire program.
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.
Involvement and recognition of assessment programs by management- management must appreciate, recognize and assign resources to programs aimed at assessing delivery by employees. This eliminates the cynicism and contempt that characterizes some interactions. The effort must be recognized in all management and operation levels with the results being crucial in HR decisions.
The process of recruitment should assign each employee a role with expected skills and behavioral pack. The HR should define five to six competencies that must be fulfilled to get the job. Employees must understand the responsibilities assigned to each role. These are the tenets used to review performance.
A review period should be set to legitimize the results of the assessment. These are limits within which certain results are expected. It should be made as frequent as possible so that weaknesses are identified and corrective measures taken. Delivering on organizational goals requires the active participation of all parties.
Deliberate hiring and continuous development of your workforce- only individuals with particular skills should be hired. Their skills provide realistic chances of delivering to your expectation. The organization must put in place mechanisms to ensure that these individuals sharpen their skills through continuous learning. Lack of skills cannot be compensated by any scale of motivation.
Free circulation of ideas and actions throughout the organization- every individual must be aware of the expectations from those above him and those below. It is these expectations that enable supervisors to provide necessary tools to their juniors and the juniors to meet targets set by their supervisors. This level of awareness creates a common goal which everyone works towards. With clarity of expectations, appraisal is easy to conduct.
Making performance assessment part of the responsibilities of supervisors- a culture of targets and feedback must be developed within all ranks. Supervisors must take this as their responsibility. It should be smoothly assimilated to avoid interfering with normal activities which would make the entire process a burden to workers and lead to its 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 connection between excellent work and reward- monetary and non-monetary rewards must accompany recognition as a top performer. This is a clear signal that those who work hard and deliver on set targets are appreciated. Failure to appreciate employees demoralizes them leading to collapse of the entire program.
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.
Involvement and recognition of assessment programs by management- management must appreciate, recognize and assign resources to programs aimed at assessing delivery by employees. This eliminates the cynicism and contempt that characterizes some interactions. The effort must be recognized in all management and operation levels with the results being crucial in HR decisions.
The process of recruitment should assign each employee a role with expected skills and behavioral pack. The HR should define five to six competencies that must be fulfilled to get the job. Employees must understand the responsibilities assigned to each role. These are the tenets used to review performance.
A review period should be set to legitimize the results of the assessment. These are limits within which certain results are expected. It should be made as frequent as possible so that weaknesses are identified and corrective measures taken. Delivering on organizational goals requires the active participation of all parties.
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