To possess a base line and to fix reasonable goals they do of this methodology another tool for the strategic management of the human talent
The permanent challenge of the leaders of human resources to achieve the coincidence of the interests of the organization (productivity, usefulness, permanency, etc.) and of the employees (development, well-being, recognition, etc.) they do of the evaluation of the performance the mechanism to motivate, to strengthen the labor competitions, to improve the procedures and that the financial results avenge in addition.
In the minds of some managers still has the prospect of taking the financial metrics (ROI, profits) as the sole indicator of improvement and innovation in their companies. Human resource management, meanwhile, continues to ignore the responsibility that falls to demonstrate quantitatively that to the extent that the procedures are improved, reduce returns, the perception of good customer service increases, for example, thanks to the high performance of workers, organizational performance financially.
If not measure, you can not manage! Identifying achievable, relevant and challenging goals motivate high performance individuals, inspire, make your job a whole experience of growing and strengthening their self-esteem. Thus, performance evaluation becomes the mechanism to measure the extent of the results defined by the organization and, in particular, the motivator of high standards of productivity for employees.
It may seem difficult and boring to identifying the right metrics and the right way to advance their measurement; however, for human management must be clear on the importance of incorporating the consolidated results of organizational performance both financial and operational measures, in this case, the diagnosis of quantifiable performance evaluation of employees.
Finally, a brief guide to the phases comprising the structuring and implementation of performance assessment, all under the leadership of the head of each area with the advice and ongoing support of human resource management:
Step 1. To identify the aims organizacionales – this one is the context that defines the efficiency of the strategy; with base in these goals it is that there is defined the contribution of every employee by his performance.
Step 2. To plan the evaluation – to define in consensus with every worker commitments, persons in charge, awaited results, criteria and evidences of performance, to assign qualification to every result and to need counterfoil of recognitions.
Step 3.To execute – to check, to make follow-up, retroalimentar, implement plans of improvement.
Step 4. To evaluate the performance – to qualify the individual performance of every worker, to apply criteria of evaluation, to act constructivly.
Martha Ruiz
mruiz@strategos.com.co
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