For performance-measurement in human-resource administration, it’s actually fairly easy to develop performance indicators.
The key, though, is to design measurement systems the right way.
In planning, it’s important to drive engagement, productivity and quality.
Here are seven steps:
1. Develop an outlook for achievement
Mindset is important. Don’t focus on shortcomings of your employees. Focus on their improvement by leveraging their strengths.
Each indicator has to designed in such a way so that it’s positively interpreted. By focusing on baby steps for progress, your employees will improve in their performance.
Be sure not to micromanage them. Employees will act timidly and tentatively if they feel you’re looking over their shoulder.
You want employees to anticipate each indicator as an opportunity for noteworthy personal and organizational growth.
2. Marshal your key players for each project
Select and gather a small team of employees, including the current folks in the jobs that you need to measure.
Again, you’ll need to spin it positively, as a winning venture. Choose one person as the catalyst to manage the process so that it’s efficient.
Make sure to solicit ideas from each person. Everyone needs to know they’ll be heard. Communicate each course of action externally; outside your crew.
3. Research the subject matter
For a full awareness of what needs to be accomplished, consult each participant in the project to be measured.
In doing so, you’ll want to achieve three goals:
— Understand what is being accomplished now.
— Know what the objectives are.
— Determine how suggested improvements will work for the welfare of your organization. This is most salient of these three steps. It helps you determine how to fine-tune the process in your course of action.
Otherwise, why go through this development process, if you don’t take precautions to insure measurement success?
Each indicator has to designed in such a way so that it’s positively interpreted.
4. Choose what you want measured
Pick a few salient outputs of each function to be gauged. As you’re just starting out, don’t make the process too complex for your team members to assimilate.
At a later date, you can select the less-complex outcomes for measurement. This might be a marathon, so be patient until you complete the process for all measurements.
5. Define what you want to measure
Be careful and diligent in developing measurements. Anticipate how your units will be measured and when you’ve accomplished your tasks, how they’ll be documented and what to do about any unanswered issues.
You’ll need documentation for referencing later.
6. Make certain the system can be coordinated
Ascertain the methods needed to denote your data so they can be reported. Don’t take shortcuts in determining the steps for your process and how much time will be needed to invest in it.
Be diligent in corresponding your data for your reporting, the time to accomplish it, and the useful significance of your reports.
Accumulate your data on a regular basis.
7. Market your plan
Your employees need to know the importance of your plan. Thoroughly engage them. Explain the who, what, when, where and how of the process. That entails in-person discussions and written strategies.
Change often frightens people who aren’t accustomed to the process. The more then know, the better their response. You want them to fully appreciate the opportunity for growth and to take part.
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“There is at least one point in the history of any company when you have to change dramatically to rise to the next level of performance. Miss that moment – and you start to decline.”