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Module-4: Individual Employee Performance

Performance measurement uses the following indicators of individual employee

performance as well as assessments of those indicators.

1. Quantity : The number of units produced processed or sold is a goodobjective indicator of performance. Be careful of placing too much emphasis

on quantity lest quality suffer.

2. Quality :The quality of work performed can be measured by several means.

The percentage of work output that must be redone of is rejected is one such

indicator. n a sales environment the percentage of inquiries converted to sales

is an indicator of salesmanship quality.

!. Timeliness :"ow fast work is performed is another performance indicator that

should be used with caution. n field service# the average customer$s downtimeis a good indicator of timeliness. n manufacturing# it might be the number of

units produced per hour.

%. Cost-Effectiveness :The cost of work performed should be used as a measure

of performance only if the employee has some degree of control over costs.

&or e'ample# a customer(service representative$s performance is indicated by

the percentage of calls that he or she must escalate to more e'perienced and

e'pensive reps.

). Absenteeism/Tardiness :*n employee is obviously not performing when he

or she is not at work. +ther employees$ performance may be adversely

impacted by absences too.

,. Creativity : t can be difficult to quantify creativity as a performance

indicator# but in many white(collar jobs# it is vitally important. -upervisors and

employees should keep track of creative work e'amples and attempt to

quantify them.

. Aderence to Policy :This may seem to be the opposite of creativity but it is

merely a boundary on creativity. /eviations from policy indicate an employee

whose performance goals should be set for reducing their frequency.0. !ossip and "ter Personal #abits :They may not seem performance(related

to the employee but some personal habits# like gossip can detract from job

performance and interfere with the performance of others. The specific

behaviors should be defined and goals should be set for reducing their

frequency.

. Personal Appearance/!roomin$: ost people know how to dress for workbut in many organi3ations# there is at least one employee who needs to be told.

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percent. +ngoing monitoring and review of objectives keeps the employee

focused on achieving goals. *t the annual review# progress toward objectives

is assessed and new goals are set.

There are as many indicators of performance as there are companies and jobs. The

various assessment methods can be used in combinations. t is important to

choose indicators that align with your company$s goals and assessment methods

that effectively appraise those indicators.

+ne question all employers have asked themselves is 7"ow do we keep top

performers8 9.This is especially crucial right now# with the desire for good talent

at an all(time high and fierce competition for that limited talent pool. Therefore#

employers need to develop strategies for recruiting the right people :and retaining

their current high performers.

;hen studying employers of choice# there are certain employment practices they

have in common