Hiring the best employees does not guarantee that they will deliver on their own. Performance assessment programs offer reviews, insights and guidance that help them deliver more and easily. Even the best business performance assessment program will fail terribly if it lacks several critical pillars. These conditions are supplied by the organization and the workers to ensure overall success.
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.
Flow of ideas and action up and down the organizational ladder- supervisors must make known their expectations to juniors while juniors must make supervisors know what they need to perform. This is the best way to synchronize expectations and ensure that everyone is working towards one goal. With this knowledge, appraisal will be justified.
A culture that includes performance management as part of supervisory duties- resources must be devoted to goal setting and feedback which forms a core element of supervisory responsibility. Feedback must not appear to disrupt normal activities. This is likely to doom the entire appraisal process.
An objective criterion for appraisal- the method used to assess output needs to be clear and open. The targets must be spread uniformly and include all workers in the same category. Ambiguity becomes a source of disgruntlement and makes other people to feel as though there is favoritism.
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.
Recognition of extraordinary and exceptional cases- the management must take cognizance of both extremes in the process of delivering on targets. This means promotions and rewards to employees who deliver the best results. Poor performers should be guided on methods of achieving their targets. If no improvement is noted, they should be released and replaced by fresh employees.
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.
At the point of hiring employees, each of them should be given a role based on expected behavior and competence. Five or six competencies should be used to define success in his role. The employee should clearly understand the responsibilities and skills required to perform a certain role. Review will be based on these competencies.
Time is of essence in any assessment program. Supervisors are given a duration over which they should file returns. The reviews should be frequent enough to stem negative attitudes and behaviors that are likely to hamper delivery of set targets. The entire organization must embrace the process for it to succeed.
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.
Flow of ideas and action up and down the organizational ladder- supervisors must make known their expectations to juniors while juniors must make supervisors know what they need to perform. This is the best way to synchronize expectations and ensure that everyone is working towards one goal. With this knowledge, appraisal will be justified.
A culture that includes performance management as part of supervisory duties- resources must be devoted to goal setting and feedback which forms a core element of supervisory responsibility. Feedback must not appear to disrupt normal activities. This is likely to doom the entire appraisal process.
An objective criterion for appraisal- the method used to assess output needs to be clear and open. The targets must be spread uniformly and include all workers in the same category. Ambiguity becomes a source of disgruntlement and makes other people to feel as though there is favoritism.
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.
Recognition of extraordinary and exceptional cases- the management must take cognizance of both extremes in the process of delivering on targets. This means promotions and rewards to employees who deliver the best results. Poor performers should be guided on methods of achieving their targets. If no improvement is noted, they should be released and replaced by fresh employees.
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.
At the point of hiring employees, each of them should be given a role based on expected behavior and competence. Five or six competencies should be used to define success in his role. The employee should clearly understand the responsibilities and skills required to perform a certain role. Review will be based on these competencies.
Time is of essence in any assessment program. Supervisors are given a duration over which they should file returns. The reviews should be frequent enough to stem negative attitudes and behaviors that are likely to hamper delivery of set targets. The entire organization must embrace the process for it to succeed.
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