Concepts in Performance Measurement and Performance Management
Each company and leader needs to determine how to make the most out of each moment in the day. There are a strong number of ways to manage performance and maximize productivity. While the options are many, one of the key concepts must be the ability to measure what a person is doing and quantify what determines success on the job. The Performance Development Plan is one of those tools that allow you to do this function well. To measure the performance of an individual, a firm should examine the following, four basic areas during the course of a performance discussion:
- Results achieved
- Tasks accomplished
- Behaviors exhibited
- Personal Growth Plan implemented
1. Results and Objectives Achieved – Key Performance Indicators Every firm requires that all individuals perform to meet the demands of the business. The results expected from each individual will vary depending upon the requirements of the position and the level of the job. Many results can usually be expressed in numbers in one form or another. The tangible results can be easily tracked and monitored based on the key performance indicators established at the beginning of the year. The difficulty comes when looking for numbers from the intangible indicators of success. How people feel is not easily measured or tracked, for example. Surveys taken can indicate a reflection of what our customers or employees perceive and allow us to put a number to a concept. It is also reasonable that some positions will not have regular numerical objectives or goals. There are many jobs where the scope of the position’s responsibility has been defined with just tasks and behaviors. Those jobs with management or sales goals that can be measured should have a separate area where numerical targets are set.
2. Tasks Accomplished Each position or job must accomplish a variety of tasks. This is what a person must do in the job. In many cases, these tasks need to be done in a particular order. As an individual performs their tasks properly, they achieve the results that are required. In a good performance management system, each task should be identified so that it can be appropriately measured and evaluated.
3. Behaviors Exhibited The difference between a superior employee and a mediocre performer can usually be attributed to their behaviors while performing the tasks assigned. Each position should identify those unique set of behaviors that drives superior performance or how they should do the job. These behavioral characteristics need to be defined so that everyone understands what they mean. When the right behaviors are applied to job tasks; then good results are usually achieved.
4. Personal Growth Plan Implemented The individual must have a plan that is focused on his/her own personal growth and learning. If a person is not growing and learning at a faster rate than the overall growth patterns of the organization; then the person is, in essence, holding the firm down. This plan for learning should be tailored to the requirements of the person and the requirements of the position. It could focus on expanding the strengths of the person as well as correcting any specific performance issues. It should have the same specifics of date and measurement as any other objective.
To understand this process further, please contact your ENS/TalentValue Advisor for more details and find out how you can take your employees to the next level of success and productivity. Home