Measuring results and behaviors

measuring results and behaviors

1. Measuring Results And Behaviors Performance and Companesation Management

2. Measuring Results Measuring results in performance management is the process of tracking and evaluating how well employees are achieving their goals and objectives. It helps to ensure that employees are aligned with organizational goals, focused on the right priorities, and making progress towards their objectives.

3. Ways to Measure Results Key performance indicators (KPIs): KPIs are specific and measurable metrics that are used to track progress towards a particular goal. For example, a sales representative might have a KPI to close 10 new deals per quarter. Objectives and key results (OKRs): OKRs are a goal-setting framework that helps organizations to focus on the most important objectives and track progress towards them. OKRs are typically set at the organizational, team, and individual level.

4. CONT..... Self-assessments: Self-assessments are a way for employees to reflect on their own performance and identify areas for improvement. Peer reviews: Peer reviews are a way for employees to get feedback on their performance from their colleagues. Manager evaluations: Manager evaluations are a way for managers to provide feedback on their employees' performance and identify areas for improvement.

5. If one adopts a results approach, one needs to ask the following key questions: •What are the different areas in which this individual is expected to focus efforts (key accountabilities)? Within each area, what are the expected objectives? How do we know how well the results have been achieved (performance standards)

6. Key Accountabilities vs. Objectives vs. Performance Standards Key accountabilities are broad areas of responsibility, while objectives are specific and measurable outcomes that contribute to the achievement of key accountabilities. Performance standards are used to evaluate how well employees have achieved their objectives

7. Comparative Systems Compares employees' performance to the performance of other employees in similar roles or to a pre-determined standard. Comparisons ranking system methods..... Simple rank order system Alternation rank order system Paired Comparision method Relative percentile method

8. Simple and Alteration Rank order system A simple rank order system is a method of ranking employees based on their performance, that ranks employees from best performer to worst performer. This system is relatively easy to implement and administer, but it can be susceptible to bias and favoritism. An alternation rank order system is a method of ranking employees based on their performance, in which employees are ranked from best performer to worst performer, alternating between the two. This system is designed to reduce bias and favoritism.

9. Example..... A company with an alternation rank order system might rank its sales representatives from 1 to 10 based on their sales performance, but they would alternate between ranking the best and worst performers. For example, the sales representative with the highest sales performance would be ranked #1, the sales representative with the lowest sales performance would be ranked #10, the second highest sales performance would be ranked #2, and the second lowest sales performance would be ranked #9, and so on.

10. Paired Comparision and its Equation Supervisors systematically compare the performance of each employee against the performance of all other employees. The number of pairs of employees to be compared is computed by the following equation. n(n - 1)/2 where n is the number of employees to be evaluated. If a supervisor needs to evaluate the performance of 8 employees, she would have to make [8(8-1)]/2=28 comparisons.

11. Relative percentile method This type of measurement system asks raters to consider all ratees at the same time and to estimate the relative performance of each by using a 100-point scale.

12. Absolute Methods In absolute systems, supervisors provide evaluations of an employee’s performance without making direct reference to other employees. Such systems include.......... essay behavior checklist critical incidents, graphic rating scales

13. Essay A supervisor writes an essay describing each employee’s strengths and weaknesses and makes suggestions for improvement. supervisors have the potential to provide detailed feedback to employees regarding their performance. Essays do not provide any quantitative information, making it difficult to use them in some personnel decisions. (e.g., allocation of rewards)

14. Behavior checklist A second type of absolute system involves a behavior checklist, which consists of a form listing behavioral statements that are indicators of the various competencies to be measured. The supervisor’s task is to indicate (“check”) statements that describe the employee being rated. When this type of measurement system is in place, supervisors are not so much evaluators as they are “reporters” of employee behavior.

15. Cont..... Behavior checklists usually include a description of the behavior in question (e.g., “the employee arrives at work ontime”) followed by several response categories such as “always,” “very often,” “fairly often,” “occasionally,” and “never.”

16. Critical incidents Every job includes some critical behaviors that make a crucial difference between doing a job effectively and doing it ineffectively. The critical incidents measurement approach involves gathering reports of situations in which employees exhibited behaviors that were especially effective or ineffective in accomplishing their jobs. When critical incidents are collected, this measurement method allows supervisors to focus on actual job behavior rather than on vaguely defined traits. collecting critical incidents is very time consuming

17. Graphic rating scales The graphic rating scale is the most popular tool used to measure performance. The aim of graphic rating scales is to ensure that the response categories (ratings of behavior) are clearly defined, that interpretation of the rating by an outside party is clear, and that the supervisor and the employee understand the rating. Graphic rating scales are most frequently used to assess performance.

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