Dear Seniors,
The management of my company has given me the task to evaluate the performance of employees in all departments on a monthly basis. This evaluation should be linked to their Key Result Areas (KRAs) and obtaining ratings from their Heads of Departments (HODs) based on the work done.
I have started discussing with the employees how they would prefer to submit their monthly work reports, as it is challenging to quantify the work of every department effectively.
Kindly help.
Thanks
From India, Faridabad
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The management of my company has given me the task to evaluate the performance of employees in all departments on a monthly basis. This evaluation should be linked to their Key Result Areas (KRAs) and obtaining ratings from their Heads of Departments (HODs) based on the work done.
I have started discussing with the employees how they would prefer to submit their monthly work reports, as it is challenging to quantify the work of every department effectively.
Kindly help.
Thanks
From India, Faridabad
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identify relevant KRA & KPI for every position.. measure them.. either move bottoms- up or top down.. in good companies, you can see the performance on daily/ weekly basis..
From India, Delhi
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45From India, Delhi
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Hello,
You can do a thing, you can arrange a monthly department meeting in which you can discuss all the things you need. Let me give you some ideas regarding this:
- You have to first make one paper including important parameters like different skills and give them a rating. E.g.:
For a web design department:
Parameters Rating (for employee A)
Html speed /10
Accuracy /10
Knowledge /10
Client communication /10
Requirement understanding /10
Team handling /10
All over performance /10
After making this, during your meeting you have to fill all these criteria for every employee, it hardly takes time. And in the next meeting, you can compare this rating with the previous one. Thus, you can get employees' performance as well as department performance.
From India, Pune
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You can do a thing, you can arrange a monthly department meeting in which you can discuss all the things you need. Let me give you some ideas regarding this:
- You have to first make one paper including important parameters like different skills and give them a rating. E.g.:
For a web design department:
Parameters Rating (for employee A)
Html speed /10
Accuracy /10
Knowledge /10
Client communication /10
Requirement understanding /10
Team handling /10
All over performance /10
After making this, during your meeting you have to fill all these criteria for every employee, it hardly takes time. And in the next meeting, you can compare this rating with the previous one. Thus, you can get employees' performance as well as department performance.
From India, Pune
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Simple example:
For a recruiter:
1. PERT/CPM method (cycle time at various stages).
2. Quality of candidates - percentage of good performers (let's take end-of-year cycle).
3. Cost at various stages (can be benchmarked to other consultancies/companies; a good example is APQC process classification framework).
4. Whether you are an equal opportunity employer or not (lots of employers discriminate against age, sex, religion, region, rehabilitation of convicts, ex-servicemen, people from rural or marginalized populace, etc.).
From India, Delhi
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For a recruiter:
1. PERT/CPM method (cycle time at various stages).
2. Quality of candidates - percentage of good performers (let's take end-of-year cycle).
3. Cost at various stages (can be benchmarked to other consultancies/companies; a good example is APQC process classification framework).
4. Whether you are an equal opportunity employer or not (lots of employers discriminate against age, sex, religion, region, rehabilitation of convicts, ex-servicemen, people from rural or marginalized populace, etc.).
From India, Delhi
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Another simple example - admin person:
1. Use negative variance between the first quote and the final negotiated price to see how effective the negotiation skill is.
2. Non-compliances in a year.
3. Maintenance methodology adopted - e.g., do they repair tubelight when they get fused, or do they run a check once every week. How knowledgeable are they about different lighting techniques, etc.?
4. Alternatives/substitutes found in sourcing.
5. Sourcing cost as a % of sales, etc.
From India, Delhi
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1. Use negative variance between the first quote and the final negotiated price to see how effective the negotiation skill is.
2. Non-compliances in a year.
3. Maintenance methodology adopted - e.g., do they repair tubelight when they get fused, or do they run a check once every week. How knowledgeable are they about different lighting techniques, etc.?
4. Alternatives/substitutes found in sourcing.
5. Sourcing cost as a % of sales, etc.
From India, Delhi
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It would be difficult to evaluate employees on a monthly basis as there will be lots of resentment after some time. You can have a performance review form, and these forms have to be filled in by the head of the department. It will be a better idea if you take feedback on employees' performance from HODs rather than evaluating the employees directly. There will be a fear that employees, after some time, will plan to leave the company.
Regards,
Ken HR Management Consultancy
From India, Jaipur
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Regards,
Ken HR Management Consultancy
From India, Jaipur
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I have already done that, but I am using it for the Annual Appraisal. I just need to know how to get the employees rated every month by their HOD's and how this rating can be linked to their work reports generated.
From India, Faridabad
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From India, Faridabad
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Well, normally, we plan for management review meetings and prepare an Excel sheet where each employee puts down his daily routine work and status, which is then confirmed by the HOD. This can be done on a daily basis. Either an employee can fill the Excel sheet before leaving, or when he comes to the office, within half an hour, he has to submit the Excel sheet.
The best thing would be to sit with HODs and employees on a one-to-one basis and ask them how they should be evaluated on a daily basis. They would be more than happy to plan their reporting. Once you have the data, you can compile it and see the performance of employees in the Excel sheet.
Regards,
Kenhr Management Consultancy
From India, Jaipur
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The best thing would be to sit with HODs and employees on a one-to-one basis and ask them how they should be evaluated on a daily basis. They would be more than happy to plan their reporting. Once you have the data, you can compile it and see the performance of employees in the Excel sheet.
Regards,
Kenhr Management Consultancy
From India, Jaipur
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Interesting discussion.
It depends on how objective the KRA is. If the KRA is very objective and numerical (SMART), the report could be automated. But until then, you will need to calculate it to maintain the objectivity. There could be other options, but that depends on a little more info. Number of employees concerned, etc. etc.
From United States, Daphne
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It depends on how objective the KRA is. If the KRA is very objective and numerical (SMART), the report could be automated. But until then, you will need to calculate it to maintain the objectivity. There could be other options, but that depends on a little more info. Number of employees concerned, etc. etc.
From United States, Daphne
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add on to Mr. Nikhil Gurjar- if the metrics are 100% subjective, they can be converted in to objective using Behaviouraly anchored rating scales.
From India, Delhi
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From India, Delhi
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Hi there,
You can distribute your Key Performance Indicators (KPI) and Key Result Areas (KRA) easily each quarter. A quarter has 3 months, and each month you target to finish a portion of your KPI. It can be easily measured; however, the fear of wasting time evaluating how much employees have achieved can distract from focusing on the actual achievement itself.
You can make it the employees' responsibility to track and log their achievements until the end of the first quarter when the evaluation is ready.
From Oman, Muscat
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You can distribute your Key Performance Indicators (KPI) and Key Result Areas (KRA) easily each quarter. A quarter has 3 months, and each month you target to finish a portion of your KPI. It can be easily measured; however, the fear of wasting time evaluating how much employees have achieved can distract from focusing on the actual achievement itself.
You can make it the employees' responsibility to track and log their achievements until the end of the first quarter when the evaluation is ready.
From Oman, Muscat
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KRA & KPI EVALUATION JULY (1).xls
PERFORMANCE EVALUATION FORM.doc
Performance Evaluation Guidelines.ppt