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.
Selective hiring and conscientious development of the manpower- hiring must target the most qualified individuals with realistic chances of delivering. The organization should make provisions for continuous learning to improve their skills. It is illogical to expect results from untrained personnel or those with low aptitude.
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.
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.
Appreciation of appraisal process, procedure and tools by the management- managers must actively participate and appreciate the appraisal programs as crucial in meeting organizational targets. Such an undertaking must not be treated with contempt or cynicism. It is demoralizing when efforts by lower cadre supervisors are ignored. The results should inform decision making for the HR department.
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.
Selective hiring and conscientious development of the manpower- hiring must target the most qualified individuals with realistic chances of delivering. The organization should make provisions for continuous learning to improve their skills. It is illogical to expect results from untrained personnel or those with low aptitude.
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.
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.
Appreciation of appraisal process, procedure and tools by the management- managers must actively participate and appreciate the appraisal programs as crucial in meeting organizational targets. Such an undertaking must not be treated with contempt or cynicism. It is demoralizing when efforts by lower cadre supervisors are ignored. The results should inform decision making for the HR department.
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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