Opinions are divided and are very varied when we talk about assessment assessment methodologies and the weight of assessment in a company.
Opinions are divided and are very varied when we talk about assessment assessment methodologies and the weight of assessment in a company.
We can certainly say that evaluation should be seen as a management tool that makes it possible to more objectively verify the potential of each employee in the company’s structure, how work methods can be improved (innovated or replaced) and if the set goals are effectively tangible and achievable goals.
But for this assessment to be reliable and give us the necessary indicators, it has to cover everyone within the framework and it has to be able to measure criteria such as: strategic vision, leadership, task delegation, initiative, conflict management, ability to negotiation, adapting to change and interpersonal skills and even teamwork and sharing the organizational culture. Awareness of this need unequivocally implies changing paradigms and leads us to a comprehensive assessment that goes far beyond indicators of production.
This implies that the assessment process itself has evolved and assessment methodologies today cannot be the same as yesterday. Never before has the term ‘Talent’ been so important in management and never before have the talents of organizations been so harassed. And the collaborator, the talent, only remains if it is valued.
It is increasingly important for the stability and growth of an organization to recognize the merit of workers who daily stand out for their dedication and ability to overcome challenges. The more recognized our talents are at home, the more we will respond to the growing motivation and willingness to embrace new opportunities.
This is how we are moving, and we have already verified it in recent decades, towards Assessment by Competences. So we have to:
Think of competency-based performance assessment as a powerful means of identifying employees’ potential, improving team performance and the quality of relationships between employees and superiors, as well as encouraging employees to take responsibility for the excellence of personal results and business.
GRAMIGNA, M.R. – Skills and Talent Management Model. São Paulo: Pearson Education, 2002
In the Competency Management model, evaluation is just a tool that helps the employee to discover for himself and for the organization, which competences he has and which ones he should develop or increase. This process should always be aligned with the organization’s core competencies. To implement an assessment model based on personal skills, it is essential that we are aware of the agility, mobility and innovation that organizations need to manage constant changes, threats and emerging opportunities.
It is these changes that lead the company itself to review many of its organizational strategies and also lead it to rethink what are the necessary or desirable skills in professionals who are part of the staff in the present and in the future.
Competency-based management represents a cultural shift towards a greater sense of responsibility and self-management by employees.
Therefore, it is clear that in many organizations there is a growing concern to implement an evaluation system that aims to determine who their employees are, identify integration, supervision, motivation, underutilization, training needs and other problems.
People with their attitudes, knowledge and skills are the main foundation of organizations!
The Performance Assessment by Competencies is the effective tool to effectively assess performance, reaching a greater level of depth that helps identify the causes of poor performance, and perhaps it is the most important means of providing objective indicators and criteria for each employee to maximize their professional performance.
