Employee performance has its own set of metrics, and just the same, employee engagement is measured on another set of data. The real question is: why are performance and engagement being calculated separately? They are so closely related and rely heavily on the employee’s connection to the company they work for. When it comes to your employees, can you measure performance without engagement? In short – no. Performance and engagement are inextricably linked to how employees work in your organization. There is evidence to prove this statement, so read on…
We’ve come to expect larger organizations, the ones that have been around long enough to accumulate hundreds of employees, to have stellar performance management practices. Unfortunately, that’s not always the case. Rack and stack performance review practices still account for an estimated 21% of Fortune 500 organizations. Although major companies like General Electric and Microsoft have changed their antiquated ways, a few organizations like Amazon still use stacked ranking as a way to assess the performance of each employee. The issue: forced distribution can rank a great employee in the bottom percentile.
As Deloitte redesigns their performance management system, it has made some leaders wonder, What am I missing? Assessing employee performance isn’t just about measuring their skill; it produces inconsistent data. Instead of evaluating the immediate skill set (which can change) consider the employee’s future potential which can be indicative of their dedication to the organization (for the sake of longevity predictions). With all of the key performance indicators you’ve been trained to measure per the organization’s standards, it’s easy to miss some of the most important metrics of employee performance. What are these key performance metrics you forgot to assess?
Whether your team is composed of a predominantly Millennial group, or there’s a mixture of generations, a work-life balance is necessary. The question is: how far should you take that balance? Many companies are working toward a more flexible program this year. That initiative, however, might not be the right fit for every organization.
What do you think of when you hear the term company culture? Is it the employee perks like free gym memberships? Monthly team lunches on the company dollar? Even something as small as free parking? While these do determine a small portion of what sets your organization apart from your competitors, it’s not everything. Company culture, in short, is how you build the sense of community (and what type of community that is) throughout your team.
Employees go about their daily activities every week, waiting for the project that breaks them from their positions and gives them the opportunity to climb the ladder. However, while this may be true for companies in the movies, it’s not always the same for organizations in the real world. Even if this is the case with your organization, you can change it with a simple adjustment to your performance management. By implementing a system with clear and transparent communication and predetermined employee alignment, your organization can create a culture of responsibility.
Day after day, week after week, you grapple with addressing performance among those on your team. Even for the employees who are great workers, you have a hard time handling company mandates and what your employees need to hear. It’s not just delivering bad news, the good news often has stipulations to follow. Fortunately, you’re not alone in your battle for better performance and more effective reviews. Several organizations wrestle with improving the performance appraisal and changing their staff’s viewpoint on the increasingly touchy matter.
Measuring performance is a pivotal move for any organization, especially for those companies who have collaborative and self-managed teams. However, assessing individual performance in a dynamic organization like these isn’t the same as the stereotypical 9-5 supervisor-managed style of company. Performance reviews can be strenuous enough as it is for many employees and those who conduct the performance appraisal, but it gets a bit more complicated when there’s no true supervisor in a self-guided team. How, then, do you evaluate the performance of your employees in a dynamic organization?
We’ve all had days at work where you clock in before the sun rises and clock out after the sun sets… but hopefully it’s not a habit. For organizations where it’s more common to eat dinner at a desk than a table, promoting workaholic behavior on a regular basis can damage overall productivity. Workaholic culture is ruining employee performance in your organization; pushing employees to meet one more deadline before they head home for the night or go on their weekend adventures vandalizes the employee engagement strategies you’ve created.
Productivity, performance, and standards are key facets of your team’s day-to-day work. But before issues with these develop, what can you do? Are there any preventative measures departmental and company leadership can take? Yes – specifically targeted engagement strategies personalized to individual employees. Foster motivation and engagement before their personal performance standards wane and asses it through regular performance appraisals.