Employee's assessment of performance

Under «performance appraisal» or "employee's assessement of performance" today it is accepted to understand special complex procedure. The base of this procedure - is the measurement of the competency and work results of every separate employee. The goal of the assessement  - determine whether the employee is effective, useful to the team or, roughly speaking, whether to dismiss this employee or vis-a-vis to advance and give a bonus to him.

Above we determined what is the assessement and for what it carries out, what is the object of the researches. Now let's determine and understand the most popular methods used during this assessement.

1. KPI method or method, that involves the evaluation of the key performance indicators.

The majority of the native and foreign companies use especially this method. The last one supposes the using of the special key indicators, which can be as following:

·                              quantitative (received income by an employee, quantity of the manufactured goods, quantity of the out-of-spec goods, concret time of the work);

·                              qualitative ( quality of the clients services, competency level and etc.).

In this the qualitative key performance are established as a rule for every employee on the year in the view:
 

·                              minimum;

·                              objective  (expected, forecasted);

·                              maximum.

For simpler understanding, we make an example: the employee Ivanov was able to manufacture 1250 spares during one year. The forecested minimum for Ivanov was 1000 spares, the targeted indicator -  1200 spares, maximum - 1400 spares. Ivanov make "norm", but does not achieve maximum. Ivanov is good employee.

In the same indicators Sydorov make 1401 spares for one year. Sydorov is fine fellow!

But Petrov in the same key indicators was not able to agglomerate 1000 spares. His result - 986 pieces. Petrov - the first candidate for  the dismissal.

2. Method of objectives or system on the goals management.

The author of this method is an economist Drucker. 64 years ago he formulated the principal tasks, goals of the management. However, if to return to the metodology, so it supposes that at the beginning of some period (for example, month, quarter, years) before the employees will be established exact tasks, purposes. The similar tasks, purposes should be:

·                              concret, clear, exact ( make 100 details);

·                              easily measurable ( in piecies, quantity of the completed orders and etc); 

·                              real ( a performer should have physical possiblity to make planned);

·                              oriented on the result (it is not important how many efforts will be attached, it is important that the performer has achieved the result of course - will make a detail);

·                              limited in time ( with exact deadline).

Again, we make a concret example of the task, purpose, formed on the mentioned above criterias: an employee Ivanov should manufacture 2000 spares fro the first month of 2018 year. 

When the reported term is finished, it will be possible to compare, who from the collective of company has achieved the targeted pusposes and what percent is observed for each employee. Then the conclusions follow.

It is clear, that there are a lot of another methods, which are used today for the assessement of the employees performance. For example, the method BARS or "univarsal standarts". Of course, that above we have given you rather simplified schemes of that how today the assessement of two the most popular methods is carried out. And if you want  to get really qualitative, positive result from the researching the employees effectiveness,it is better to entrust this responsible affair to the specialist of the checked company "Gloria'.