When we talk about management, we also talk about an assessment that should be seen as a tool that makes it possible to verify the potential of each employee, the applicability of work methods and whether the goals set are tangible in the organization.
When we talk about management, we also talk about an evaluation that should be seen as a tool that makes it possible to verify the potential of each employee, the applicability of work methods and whether the goals set are tangible in the organization. In other words, how each one of us contributes to the development of the business.
But for this assessment to be reliable and give us the indicators, it has to be able to measure criteria such as:
- Strategic vision,
- Delegation of tasks,
- Conflict management,
- Ability to negotiate,
- Adapting to change,
- Interpersonal skills (teamwork and sharing organizational culture).
The paradigm that valuation should only be based on rigid KPIs that measure production and runtimes has long since changed. The Performance Evaluation must be seen as a process of identification, diagnosis and analysis of the behavior of an employee during a certain period of time, with the aim of continuous improvement.
This process becomes more dense when we are structuring our assessment and composing the model we want. This brief text is intended to talk about some methodologies that can be adopted in creating a performance appraisal system adjusted to our organization.
These methodologies can be aligned and coexist in the same evaluation system, so that it becomes more effective and complete. The evaluation phases can also be several and through each of them a different methodology may be adopted.
In this model, the employee is invited to analyze his/her own performance, behavior, learning, relationship with others and evolution. The biggest risk is that the professional is not always able to identify his/her strengths and weak.
The result is later discussed in an interview with the direct supervisor where the results are debated.
As advantages we point out:
- Better understanding and clarification between the parties;
- Reduction of information distortions;
- The evaluator is more comfortable to provide positive feedback, and to reinforce the subject’s strengths and point out improvements;
- The appraisee has the opportunity to make suggestions as to working methods.
2. The Graphic Rating Scales
Evaluates performance through pre-defined indicators, evaluated through performance description in a range of ‘bad’ to ‘very good’. Allows the elaboration of graphs that will facilitate the evaluation and monitoring of the evaluated employee’s historical performance.
3. Choice and Forced Distribution
It consists of evaluating individuals through descriptive phrases with a certain type of performance in relation to the tasks assigned to them, among which the evaluator is forced to choose the most appropriate to describe the behavior of the person evaluated. This model seeks to minimize the subjectivity of the performance evaluation process.
4. Field Research
It is based on conducting meetings between a human resources technician with each director/team coordinator, to evaluate the performance of each employee, raising the reasons for certain performances through analysis facts and situations.
This method makes it possible to minimize the subjectivity of the evaluation because it is based on concrete and real facts.
5. Critical Incidents
It focuses on the exceptional attitudes that represent highly positive performances (success), that must be highlighted and encouraged, or highly negative (failures), that must be corrected through constant guidance. However, to be successful in using this method, it is necessary to constantly record the moments so that they do not go unnoticed.
6. Performance Report
Also called written assessment, it is a freer description of the employee’s characteristics, strengths, weaknesses, potential and dimensions of behavior, among other aspects. The biggest disadvantage is that it is difficult to combine or compare the assigned classifications and, therefore, it needs to be complemented with another method that gives us more concrete data.
7. Evaluation by Results
It is a performance evaluation model based on the comparison between expected and achieved results. It is a practical method, but it depends only on the management’s point of view regarding the performance evaluated.
8. Evaluation by Objectives
In this case the team itself evaluates the performance of each member and programs the necessary measures to improve. It is positive that the team itself becomes responsible for evaluating the performance of the participants and defining the objectives and the goals that need to be achieved.
This evaluation model is based on three objectives:
- Review of achievement of goals or achievement of results;
- Depreciation of a person’s behavior: the way he accomplishes his goals;
- Evaluation of potential: estimation of the progression that the employee can have within the organization.
9. Balanced Scorecard
System that measures performance from four perspectives: financial, customer, internal processes and training and growth.
Determine which methodologies fit your reality, what you really want to measure and which indicators you want to extract. The market is in constant change and it is essential that your company keep up with these changes to remain competitive. Finding the right people is an increasingly difficult task, and retaining your best, motivated and productive talents is perhaps your biggest challenge as a manager.
An effective Performance Evaluation by competencies, goals or other indicators, makes all the difference for the development of your business and will allow you to create fairer reward systems, identify talents to retain, create plans improvement and improvement and create opportunities for career advancement.
And given that we are in a technological age, have the right tool on your side, the software that allows you to readjust your evaluation system whenever necessary and enable:
- Extract reliable reports;
- Optimize your analytics and get data with greater confidence and credibility;
- Structuring assessment grids for existing goals and competencies
- Single information repository
- Check the evolution of employees and/or department over the years.
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