Hi All,
I'm trying to build a format which provides a better analysis of an employee's performance with regards to Operational objectives and their behavioural objectives. The file which i've attached is not even near to completion. I need help from all the seniors here. I work in the Financial performance management process. Headcount analysis & reporting is part of the work. I recently found out that we don't have a method to analyse all aspects of a team member's appraisal. Please help me with this regard.
Thanks & Regards,
Dilip
From India, Bangalore
I'm trying to build a format which provides a better analysis of an employee's performance with regards to Operational objectives and their behavioural objectives. The file which i've attached is not even near to completion. I need help from all the seniors here. I work in the Financial performance management process. Headcount analysis & reporting is part of the work. I recently found out that we don't have a method to analyse all aspects of a team member's appraisal. Please help me with this regard.
Thanks & Regards,
Dilip
From India, Bangalore
Dear Dilip,
I've had a look at your attached file in the context of what you are aiming to achieve (as stated in your post above).
Whilst I applaud your efforts, my belief is that to really get your desired results, you (read - your organisation) should very seriously consider competency mapping across the entire organisation, and once that is in place, design and implement performance appraisals, 360 degree reviews, client feedbacks etc... in line with the established competencies. In all, if done really well, this process should take from anywhere between 9 - 12 months.
I am suggesting Competencies because by their very definition, they encompass both - technical as well as behavioural skills (for each individual position as well as each grade level within the organisation) - which in turn, MUST be aligned to the organisational objectives (mission, vision, goals etc)
I realise my answer is really thin on details. But, I am sure it will contribute to your and your organisation's thinking process!
Good Luck!
From India, Gurgaon
95I've had a look at your attached file in the context of what you are aiming to achieve (as stated in your post above).
Whilst I applaud your efforts, my belief is that to really get your desired results, you (read - your organisation) should very seriously consider competency mapping across the entire organisation, and once that is in place, design and implement performance appraisals, 360 degree reviews, client feedbacks etc... in line with the established competencies. In all, if done really well, this process should take from anywhere between 9 - 12 months.
I am suggesting Competencies because by their very definition, they encompass both - technical as well as behavioural skills (for each individual position as well as each grade level within the organisation) - which in turn, MUST be aligned to the organisational objectives (mission, vision, goals etc)
I realise my answer is really thin on details. But, I am sure it will contribute to your and your organisation's thinking process!
Good Luck!
From India, Gurgaon
Hi!
I have looked at your attached XL sheet and I have the following comments:
1. The JD is not properly written and in accord with the standard of a good JD, hence it is difficult to be used as a reference for analyzing and/ or evaluating the performance of its incumbent.
2. The operational objectives are too many and does not contain concrete SMART targets --- hence, also very difficult to assess/ evaluate.
3. The metrics are as vague as the "statement" (performance factors) --- hence, not easy or near impossible to translate into understandable ratings, esp when compared with others.
I have the following suggestions:
1. Analyze performance via a system that will also enable you to make a competent and credible assessment/ evaluation of it.
2. Operational objectives are better understood if stated in a SMART and MBO format ---- esp. if they are discussed and jointly agreed by superior and employee prior to the start of the year.
3. Behavioural factors, which can be both expressed in terms of competencies or corporate work values, can easily be measured with a prepared "rating guide" that incorportes rating scores/ equivalents.
4. In order that JDs can be used as a reference in performance related matters, they should be written in appropriate formats --- i.e. they should always have: Job Content, Job Context, and Job Requirements. The job content must not only enumerate the major work responsibilities/ activities of the job, but must also include the outputs produced by each activity.
My company can help you in all of these areas! Call us if you have budget.
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
(helps improve corporate governance worldwide!)
From Philippines, Parañaque
I have looked at your attached XL sheet and I have the following comments:
1. The JD is not properly written and in accord with the standard of a good JD, hence it is difficult to be used as a reference for analyzing and/ or evaluating the performance of its incumbent.
2. The operational objectives are too many and does not contain concrete SMART targets --- hence, also very difficult to assess/ evaluate.
3. The metrics are as vague as the "statement" (performance factors) --- hence, not easy or near impossible to translate into understandable ratings, esp when compared with others.
I have the following suggestions:
1. Analyze performance via a system that will also enable you to make a competent and credible assessment/ evaluation of it.
2. Operational objectives are better understood if stated in a SMART and MBO format ---- esp. if they are discussed and jointly agreed by superior and employee prior to the start of the year.
3. Behavioural factors, which can be both expressed in terms of competencies or corporate work values, can easily be measured with a prepared "rating guide" that incorportes rating scores/ equivalents.
4. In order that JDs can be used as a reference in performance related matters, they should be written in appropriate formats --- i.e. they should always have: Job Content, Job Context, and Job Requirements. The job content must not only enumerate the major work responsibilities/ activities of the job, but must also include the outputs produced by each activity.
My company can help you in all of these areas! Call us if you have budget.
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
(helps improve corporate governance worldwide!)
From Philippines, Parañaque
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