Hi All,
I'm trying to build a format that provides a better analysis of an employee's performance with regards to operational objectives and their behavioral 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 and reporting are part of the work. I recently found out that we don't have a method to analyze all aspects of a team member's appraisal. Please help me with this regard.
Thanks and Regards,
Dilip
From India, Bangalore
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I'm trying to build a format that provides a better analysis of an employee's performance with regards to operational objectives and their behavioral 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 and reporting are part of the work. I recently found out that we don't have a method to analyze all aspects of a team member's appraisal. Please help me with this regard.
Thanks and Regards,
Dilip
From India, Bangalore
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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 organization, and once that is in place, design and implement performance appraisals, 360-degree reviews, client feedback, 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 and behavioral skills (for each individual position as well as each grade level within the organization) - which in turn, MUST be aligned to the organizational objectives (mission, vision, goals, etc.).
I realize my answer is really thin on details. But, I am sure it will contribute to your and your organization's thinking process!
Good luck!
From India, Gurgaon
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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 organization, and once that is in place, design and implement performance appraisals, 360-degree reviews, client feedback, 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 and behavioral skills (for each individual position as well as each grade level within the organization) - which in turn, MUST be aligned to the organizational objectives (mission, vision, goals, etc.).
I realize my answer is really thin on details. But, I am sure it will contribute to your and your organization's thinking process!
Good luck!
From India, Gurgaon
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Hi!
I have looked at your attached Excel sheet and I have the following comments:
1. The job description (JD) is not properly written and is not in accordance with the standards of a good JD. Hence, it is difficult to use it as a reference for analyzing and/or evaluating the performance of the incumbent.
2. The operational objectives are too numerous and do not contain concrete SMART targets, making it very difficult to assess and evaluate.
3. The metrics are as vague as the "statement" (performance factors), making it not easy or nearly impossible to translate into understandable ratings, especially when compared with others.
I have the following suggestions:
1. Analyze performance through 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, especially if they are discussed and jointly agreed upon by the superior and employee prior to the start of the year.
3. Behavioral factors, which can be expressed in terms of competencies or corporate work values, can easily be measured with a prepared "rating guide" that incorporates rating scores/equivalents.
4. To ensure that JDs can be used as a reference in performance-related matters, they should be written in appropriate formats. They should always include: 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 assist you in all of these areas! Please call us if you have a budget.
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
(Helps improve corporate governance worldwide!)
From Philippines, Parañaque
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I have looked at your attached Excel sheet and I have the following comments:
1. The job description (JD) is not properly written and is not in accordance with the standards of a good JD. Hence, it is difficult to use it as a reference for analyzing and/or evaluating the performance of the incumbent.
2. The operational objectives are too numerous and do not contain concrete SMART targets, making it very difficult to assess and evaluate.
3. The metrics are as vague as the "statement" (performance factors), making it not easy or nearly impossible to translate into understandable ratings, especially when compared with others.
I have the following suggestions:
1. Analyze performance through 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, especially if they are discussed and jointly agreed upon by the superior and employee prior to the start of the year.
3. Behavioral factors, which can be expressed in terms of competencies or corporate work values, can easily be measured with a prepared "rating guide" that incorporates rating scores/equivalents.
4. To ensure that JDs can be used as a reference in performance-related matters, they should be written in appropriate formats. They should always include: 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 assist you in all of these areas! Please call us if you have a budget.
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
(Helps improve corporate governance worldwide!)
From Philippines, Parañaque
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Performance Objectives.doc
Performance objectives (2).pdf
HR Admn - Goals Objectives-2008 (Edited ).ppt