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Performance Evaluation
Training & Organizational Development
Performance Evaluation
A forum for exchanging ideas about skills training, leadership training, management training, compliance training, e-learning, as well as organizational development and effectiveness.
We don't have anything on this subject, we're a fast food restaurant chain. I need to start from zero. I have the competencies but that's it.
What should I start with? What do you think would be t
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Forums » Topic Forums » Training & Organizational Development » Performance Evaluation
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Performance Evaluation
posted at 5/21/2008 11:42 AM EDT
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Posts: 2
First: 5/21/2008 Last: 5/22/2008 |
We don't have anything on this subject, we're a fast food restaurant chain. I need to start from zero. I have the competencies but that's it.
What should I start with? What do you think would be the major steps I need to work out on? How long do you think I need to start an evaluation? How many times a year do you recommend I do so? Thanks for your comments! |
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Performance Evaluation
posted at 5/21/2008 2:12 PM EDT
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Posts: 108
First: 4/15/2007 Last: 8/17/2009 |
Hello Gaby. Here are some initial questions that I use to help people choose the performance management system that is right for their organization.
-What is the purpose of the performance management system? -How will you know that you have achieved your purpose? -Will the system appraise goals and objectives, competencies, or both? -How will you appraise performance: manager appraisal, multi-rater feedback, objective measures or manager staffing reviews, or a combination? -How will you reward good performance/exceptional performance? -How will you fund rewards? -How will you handle disagreements between appraiser and employee? -Will the appraisal cycle be based on the business cycle or employee anniversary date? To answer these questions, you and your management team will need to consider: -your current management capability -size of workforce -types of jobs -geographical disparity of workforce -IT systems capability -current business measurement systems -organizational culture, including levels of trust and openness -current rewards and remuneration system -current organizational strategy and goals -current performance management system -budget availability -level of executive support As you can see, what performance management system is right for your organization depends on a number of factors. As well as becoming familiar with the different appraisal and rewards systems, you will need to choose one that suits your organization. There is no single right answer and whatever system you choose to design and implement should be a system that you are comfortable with and that has the support of the executive team and employees. If your organization is starting from nothing, I suggest you start with something very simple and concentrate on skilling the managers in giving effective feedback rather than on following a highly structured and complex process. Many managers feel very uncomfortable with giving feedback. Add that to the extra administrative burden that you will be imposing on them and you can see how your new PMS initiative can go off the rails. Once you have the basics in place and managers are comfortable with the new system, you can then start to add in more complexity and functionality. Secondly, ensure that you have total support from the executive and that your organization has clear organizational goals. These are the bedrock on which the PMS system needs to be built. If there is no clear link between the PMS and furthering the organizations objectives, then it really will be seen as just a paper filling exercise. I hope this helps. Les Allan Author: From Training to Enhanced Workplace Performance Business Performance Pty Ltd www.businessperform.com |
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Performance Evaluation
posted at 5/30/2008 12:54 AM EDT
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Posts: 4
First: 5/30/2008 Last: 5/30/2008 |
Hi Gaby!
Iesallan have give u a very good idea, but i belief at this moment you need to set up a very strong base before proceed to that stage. As Iesallan mention; do your management team understand the purpose of Performance Management System. No matter how good the system you create; if you do not have the commitment from the Top Management the system is fail. |
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Performance Evaluation
posted at 6/17/2008 11:39 AM EDT
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Posts: 4
First: 6/17/2008 Last: 6/17/2008 |
I agree with lesallen in his posting. You have a big task ahead and how you finish will make all the difference in the world. As was stated, you should consider how often your company will conduct performance reviews. You may also want to consider whether your performace review time will be assiciated with any pay raises or bonuses. One key factor to consider is training your managers an supervisors how to use the system that is put into place. You need their buy-in. So training is an essential piece. Your perfromance review program should also be flexible to the degree of allowing managers an supervisors to use this process as a part of any performance inprovement plan. Some managers may want or need to conduct performance reviews annually while others may want to conduct quarterly reviews to keep on file for the annual review. There are softwhere programs available to assist with the development of forms and questionnaires. Check out "Knowledge Now". They may have a program to ease your load a bit. |
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Performance Evaluation
posted at 1/27/2009 8:02 AM EST
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Posts: 1
First: 1/27/2009 Last: 1/27/2009 |
The best thing you can do is make sure that the business has a solid business plan that the managers understand. It is thier job to determine (with your help) what goals,objectives, work, etc. must be accomplished to achieve that plan. That is the gist of a performance appraisal system. I would also go out on an unpopular limb and suggest that competencies are great for hiring, but lousey for performance appraisals because they are very subjective. If an employee does not have the skill or knowledge to perform the job, it will show up in their ressults (and it is a training issue.) If the employee does have the skill and knowledge and does not perform, that is a performance issue. We haave had competencies in performance appraisal systems for over twenty-five years...and it is clear that most appraisal based employee relations cases come from this subjective section of the reviews.
Good luck! |
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Performance Evaluation
posted at 1/27/2009 12:09 PM EST
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Posts: 108
First: 4/15/2007 Last: 8/17/2009 |
Terriculley, your response does raise for me a number of questions. One that really sticks out is that if using competencies is lousy for performance appraisals because they are very subjective, how can they be so great when used in hiring? Can you please explain this for me?
Les Allan Author: From Training to Enhanced Workplace Performance www.businessperform.com/html/effective_training_tools.html |
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