How to measure staff performance
Many organisations find it difficult to manage and measure staff performance. We may know that staff clock-in and clock-out at working hours agreed. They may claim to be hardworking and doing an excellent job, but can we objectively measure staff performance?
Here are 6 key ideas to infuse in organizations that seek to measure employee performance:
1) Does the organisation have a strong and relevant strategic plan?
A strategic plan developed by executive or top managers is key in providing direction and pathways for the future. A good strategic plan should describe what the organisation truly stands for, where it currently is, where it wants to go, how it shall get there, and clear targets and steps to follow for competitive advantage and success.
2) Are staff orientated and enthused by the plan?
Plans developed and not shared will eventually find themselves on the shelf or filing cabinet. Plans must be share by leaders, with enthusiasm and willingness to accommodate exchanges and ideas. This results in buy-in, belief and hope which affects staff motivation and satisfaction.
3) Have divisions and departments aligned to the plan – by perhaps producing their own operational plan?
Plans must be cascaded to divisions and departments for alignment and to operationalise. These managers make the company strategic plan relevant and important to their unit’s function.
4) Has HR provided a simple performance management system? Is there an easy template? Is it automated to easily capture and track submissions? Is there a fair reward system attached?
Strategy must be planned, implemented, monitored and evaluated. Management and labour are key in bringing about this realisation. A good performance management system operationalises the strategy to a staff member.
5) Are Line Managers and staff trained in the use and implementation of the system?
This is key for people to understand how performance management will work in the organisation. Especially, if there are fears, concerns and myths around the intent of measuring staff performance.
6) How do you determine “performance” what is below, met, or exceeded?
Staff should set targets that are related to their job roles and functions within their departmental and company planning contexts. We should measure performance by examining the achievement of targets – accompanied by a portfolio of evidence. Performance management is not “tasks, activities, or methods” management. It is “performance” management – which are outputs, impacts, and shifts brought about. Bottom line.
Many organisations struggle with performance management. There are many questions, concerns and trouble-shooting which is required. There is also a lot of learning, unlearning and relearning which will happen. Despite the negatives, far more good can potentially arise for the organisation than the absence of it.
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