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IT IS unfortunate that for many managers one of the less enjoyable parts of the job is the completion of periodic staff evaluations. Many managers procrastinate and put it off beyond the time that it should be done (an insult to the staff who report to them). Others complete it in the most perfunctory manner, the result of which is often an unfair representation of the perfor-mance of their subordinates.
But the staff performance evaluation can be an excellent and effective tool in managing the business when it is used as a teaching instrument or a timely measure-ment mechanism.
THE BLANK-SHEET APPROACH
I have found the blank-sheet approach to be the method that brings the best results. It works like this. At the beginning of the evaluation period, using a blank sheet of paper, staff members are asked to commit to certain targets for their parts of the business. This is indeed an excellent way for managers and supervisors to get their subordinates to play an important and vital role in building the business plan for their section or division of the business - and which will eventually become part of the overall business plan for the firm.
Targets should be clear and as quantitative as possible in order to allow for objective assessment when the evaluation time comes around. Also, clear targets that are linked to well-documented Desk Performance Instructions (DPI) will make for better performance on the job and easier evaluation when performance and achievements have to be assessed.
Regrettably, too many managers sit in their offices and prepare business plans and strategies without consulting their subordinates. This is a major failure given that the company buys three main services and products from each employee - time, actual work, and opinions. Too many managers rob their organisations of one of the most important of those three - the opinions of employees who are lower down in the organisation and often much closer to customers.
The blank-sheet approach is also very important at the other end, at the time when the employee's performance is due for evaluation. I also always start that process by giving each person who reports to me a blank sheet of paper and ask them to record whatever they perceive to be their achievements during the period under review. This approach forces the employee to make a rational assessment of his or her performance and will ensure that the supervisor does not forget some part of the employee's performance that he or she thinks is important. Knowing that the employee is going to remember most everything he or she believes to be an achievement, the supervisor is obliged to keep a good and proper record of the achievements of each person that reports to him or her.
MEASURE AND MONITOR REGULARLY
Practically everything that is done at the work place can be measured. Phone calls can be - every call centre does, the number of vouchers and cheques that were processed can, the number of hours spent with a client can also be measured, the time taken to submit a report can be measured - practically everything can really be measured. The best performing businesses do measure most everything. When targets are quantified over time performance is much more easily judged - by both the performer and the evaluator - and behaviour and outcome can easily be adjusted.
There is no reason why sales, deliveries, orders booked, and teeth cavities filled (by dentistry) cannot be measured at the end of each day. Experience shows that when employees are measured this closely not only do their performances improve substan-tially, but they and their managers are able to adjust the behaviour of the employee or the organisation to achieve the targets and reach new customers for better results. Very regular evaluations also ensure that when the longer periodic performance evaluations kick-in there are very few surprises because both sides know what the performance has been over the period.
The close interaction between manager and employee, or supervisor and employee ensures that even issues of demeanour and manner as well as attitude can all be addressed during the daily or weekly (fairly informal) performance evaluation reviews. Quantified, regular measurement of each employee's performance allows for greater fairness, and more objective firmness when required. Each employee becomes much more of a self-starter (entrepreneurial on the job) while giving supervisors and managers reasons to compliment and applaud earned achievements.
SET UP THE RIGHT SYSTEM
For the process to work optimally, the right system must be put in place. The blank-sheet approach allows for individual self-assessment and generally guarantees that all performance highlights will be captured. The organisation must be moved to quantify the performance of its employees and this can become quite technical but is very important. Sometimes organisa-tions may need outside help to establish the proper measure-ment systems in order to make sure that the right and maximum amount of quantitative data can be captured to formulate the right performance criteria against which employee's achievements will be judged. Done properly and regularly, the employee performance evaluation exercise can become a lovely piece of cake for both sides - the employee and management. This method can be used to foster the growth of each employee and enhance his or her performance and rewards within the organisation.
Source: Jamaica
Gleaner
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