Difference between revisions of "Measure Performance"
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== Steps == | == Steps == | ||
===Performing a 360 Degree Evaluation=== | ===Performing a 360 Degree Evaluation=== | ||
| − | #Gather appraisals from subordinates. Ensure the appraisals are anonymous, so the employees have no fear of reprisal. A 360-degree appraisal has the benefit of accurately assessing a manager’s ability to manage and lead.<ref>http://www.whatishumanresource.com/360-degrees-performance-appraisal</ref> Something similar to one of the following items could lead subordinates to open up about their supervisors: | + | #Gather appraisals from subordinates. Ensure the appraisals are anonymous, so the employees have no fear of reprisal. A 360-degree appraisal has the benefit of accurately assessing a manager’s ability to manage and lead.<ref name="rf1">http://www.whatishumanresource.com/360-degrees-performance-appraisal</ref> Something similar to one of the following items could lead subordinates to open up about their supervisors: |
#*”Do you feel your supervisor does a good job leading the team?” | #*”Do you feel your supervisor does a good job leading the team?” | ||
#*”Give an example of where your supervisor could improve his or her leadership style.” | #*”Give an example of where your supervisor could improve his or her leadership style.” | ||
#*”Provide an instance where your supervisor excelled in his or her job.” | #*”Provide an instance where your supervisor excelled in his or her job.” | ||
| − | #Perform a self-appraisal. Self-appraisals are a great option. Employees are given the opportunity to appraise themselves. An employee is likely to look at their own strengths and weaknesses differently than others. Most will overstate their performance. The major benefit to the 360 evaluation is that the self-appraisal is complemented by the mix of ideas from other evaluations. <ref | + | #Perform a self-appraisal. Self-appraisals are a great option. Employees are given the opportunity to appraise themselves. An employee is likely to look at their own strengths and weaknesses differently than others. Most will overstate their performance. The major benefit to the 360 evaluation is that the self-appraisal is complemented by the mix of ideas from other evaluations. <ref name="rf1" /> Leading questions like the following can help an employee delve deeply into their performance: |
#*”What situations have you excelled at in the past?” | #*”What situations have you excelled at in the past?” | ||
#*”What are some examples of when you could have used time more wisely?” | #*”What are some examples of when you could have used time more wisely?” | ||
#*”What will your fellow employees, from supervisor to subordinate, say about your performance?” | #*”What will your fellow employees, from supervisor to subordinate, say about your performance?” | ||
| − | #Collect colleague feedback. Feedback from your peers helps you improve at your job because they know the type of dedication and work that is required for the position. Colleague assessments are particularly adept at helping an employ who is analyzing their positives and negatives<ref>http://www.custominsight.com/360-degree-feedback/what-is-360-degree-feedback.asp</ref> | + | #Collect colleague feedback. Feedback from your peers helps you improve at your job because they know the type of dedication and work that is required for the position. Colleague assessments are particularly adept at helping an employ who is analyzing their positives and negatives<ref name="rf2">http://www.custominsight.com/360-degree-feedback/what-is-360-degree-feedback.asp</ref> |
#*”Where does your colleague rank in comparison to others with a similar position?” | #*”Where does your colleague rank in comparison to others with a similar position?” | ||
#*”How can your peer improve his or her performance?” | #*”How can your peer improve his or her performance?” | ||
#*”Provide an example of how your peer has shown job competency.” | #*”Provide an example of how your peer has shown job competency.” | ||
| − | #Compile supervisor evaluations. Superiors typically provide an overhead view of employees’ roles, responsibilities, and work quality. They also assess employee production. They would best know whether an employee is ready for a promotion or demotion, based upon their quality and output. <ref | + | #Compile supervisor evaluations. Superiors typically provide an overhead view of employees’ roles, responsibilities, and work quality. They also assess employee production. They would best know whether an employee is ready for a promotion or demotion, based upon their quality and output. <ref name="rf2" /> Questions similar to the following may work well from a supervisor perspective: |
#*”Do you feel the employee performs satisfactorily?” | #*”Do you feel the employee performs satisfactorily?” | ||
#*”In which way could the employee improve their job performance?” | #*”In which way could the employee improve their job performance?” | ||
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===Conducting Performance Measurement=== | ===Conducting Performance Measurement=== | ||
| − | #Use quantitative measurements. Performance appraisals of this type are typically subjective, rather than objective. They are most valuable when objective criteria such as as production rate, cycle time, cost, and error rate are used. Each department should have its own quantifiable measurements so work can be compared to pre-determined standards, group norms, trends, and employee-to-employee. Collect the data systematically, and determine if the guidelines being used to conduct business are adequate.<ref>http://www.hrsa.gov/quality/toolbox/methodology/performancemanagement/index.html</ref> | + | #Use quantitative measurements. Performance appraisals of this type are typically subjective, rather than objective. They are most valuable when objective criteria such as as production rate, cycle time, cost, and error rate are used. Each department should have its own quantifiable measurements so work can be compared to pre-determined standards, group norms, trends, and employee-to-employee. Collect the data systematically, and determine if the guidelines being used to conduct business are adequate.<ref name="rf3">http://www.hrsa.gov/quality/toolbox/methodology/performancemanagement/index.html</ref> |
#*For example, you might track the amount of time a customer waits in line. | #*For example, you might track the amount of time a customer waits in line. | ||
#*Regularly document the number of items or reports an employee can produce in an hour. | #*Regularly document the number of items or reports an employee can produce in an hour. | ||
#*Be sure to clearly communicate performance measures and expected performance to employees before measurement begins. Training in this areas might be required. | #*Be sure to clearly communicate performance measures and expected performance to employees before measurement begins. Training in this areas might be required. | ||
| − | #Compare quantitative plans, goals, and results. When the data collection begins, set plans and goals for job performance. Once the data has been collected, measure it to see if your goals were achieved. If not, a baseline can be established and used to set goals for improvement throughout the organization. <ref | + | #Compare quantitative plans, goals, and results. When the data collection begins, set plans and goals for job performance. Once the data has been collected, measure it to see if your goals were achieved. If not, a baseline can be established and used to set goals for improvement throughout the organization. <ref name="rf3" /> |
#*If customers typically wait in line for 3 minutes before being addressed, strive to lower the customer response time. | #*If customers typically wait in line for 3 minutes before being addressed, strive to lower the customer response time. | ||
#*Conflict resolution through customer support can be a daunting task. Once you know the amount of time a typical call takes, it can help your company streamline the process by identifying which calls take longer. | #*Conflict resolution through customer support can be a daunting task. Once you know the amount of time a typical call takes, it can help your company streamline the process by identifying which calls take longer. | ||
#*Use percentage-based quantitative improvement goals. If the company sold $500,000 worth of product last quarter, attempt to increase sales by 1%. | #*Use percentage-based quantitative improvement goals. If the company sold $500,000 worth of product last quarter, attempt to increase sales by 1%. | ||
| − | #Use measurements to create a plan of action. Progress must be measured and acted upon. If a performance measurement is lacking, periodic measurement needs to occur to ensure progress is being made. The measurements also serve to determine whether or not the plan of action is working.<ref | + | #Use measurements to create a plan of action. Progress must be measured and acted upon. If a performance measurement is lacking, periodic measurement needs to occur to ensure progress is being made. The measurements also serve to determine whether or not the plan of action is working.<ref name="rf3" /> |
#*Utilize exemplary programs to serve as a guide for those that are lacking. | #*Utilize exemplary programs to serve as a guide for those that are lacking. | ||
#*Do not hesitate to change a plan if measurement shows no progress is being made. | #*Do not hesitate to change a plan if measurement shows no progress is being made. | ||
===Ensuring Work Quality=== | ===Ensuring Work Quality=== | ||
| − | #Evaluate employee work quality. Performance of employees reflects upon all facets of their work, from work ethic to individual achievements. This method of assessment would look at each employee as a whole on an annual basis. This assessment would provide suggestions and an opportunity to improve, while recognizing any excellence.<ref>http://www.skywatersearch.com/post/7-easy-ways-measure-employee-performance</ref> | + | #Evaluate employee work quality. Performance of employees reflects upon all facets of their work, from work ethic to individual achievements. This method of assessment would look at each employee as a whole on an annual basis. This assessment would provide suggestions and an opportunity to improve, while recognizing any excellence.<ref name="rf4">http://www.skywatersearch.com/post/7-easy-ways-measure-employee-performance</ref> |
#*How much an individual is able to produce either in product or sales. | #*How much an individual is able to produce either in product or sales. | ||
#*The quality of work produced. | #*The quality of work produced. | ||
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#*Randomly review phone calls. | #*Randomly review phone calls. | ||
#*Inspect log books at random intervals. | #*Inspect log books at random intervals. | ||
| − | #Solicit customer feedback. Client satisfaction should be your ultimate mission. Customer service experience can be used as a way of assessing employee performance. Ask customers if they are satisfied with their product or service. Getting an outside perspective on performance is smart, as it offers the potential of an objective analysis.<ref>https://www.opm.gov/policy-data-oversight/performance-management/reference-materials/historical/customer_service.pdf </ref> | + | #Solicit customer feedback. Client satisfaction should be your ultimate mission. Customer service experience can be used as a way of assessing employee performance. Ask customers if they are satisfied with their product or service. Getting an outside perspective on performance is smart, as it offers the potential of an objective analysis.<ref name="rf5">https://www.opm.gov/policy-data-oversight/performance-management/reference-materials/historical/customer_service.pdf </ref> |
#*Be cautious of overly harsh customer feedback. Some industries and businesses, such as repossession of vehicles, is bound to have overly negative reviews. | #*Be cautious of overly harsh customer feedback. Some industries and businesses, such as repossession of vehicles, is bound to have overly negative reviews. | ||
#*Develop feedback tools or forms so the feedback can be standardized and weighed equally. | #*Develop feedback tools or forms so the feedback can be standardized and weighed equally. | ||
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#Note lapses in workplace decorum. One manner of measuring performance is to make note of how an employee adheres to company policies. To monitor these lapses, try the following methods:[Image:Measure Performance Step 15.jpg|center]] | #Note lapses in workplace decorum. One manner of measuring performance is to make note of how an employee adheres to company policies. To monitor these lapses, try the following methods:[Image:Measure Performance Step 15.jpg|center]] | ||
#*Monitor punctuality issues. Employees who are habitually late are naturally missing minutes they could be working. What’s worse, they could be upsetting other employees. | #*Monitor punctuality issues. Employees who are habitually late are naturally missing minutes they could be working. What’s worse, they could be upsetting other employees. | ||
| − | #*Check for dress code violations. An employee that is relaxed on their professional appearance is likely to exhibit the same approach to their actual work.<ref | + | #*Check for dress code violations. An employee that is relaxed on their professional appearance is likely to exhibit the same approach to their actual work.<ref name="rf4" /> |
| − | #*Clarify usage of workplace items. Be sure employees know how and when they may use company items like a car, cell phone, or computer. Employees abusing company materials are not using time wisely.<ref>http://www.inc.com/will-yakowicz/drones-catch-employees-having-sex-and-other-employee-monitoring-gone-wrong.html</ref> | + | #*Clarify usage of workplace items. Be sure employees know how and when they may use company items like a car, cell phone, or computer. Employees abusing company materials are not using time wisely.<ref name="rf6">http://www.inc.com/will-yakowicz/drones-catch-employees-having-sex-and-other-employee-monitoring-gone-wrong.html</ref> |
== Related Articles == | == Related Articles == | ||
