Regardless of the companies’ life cycle being marked by growth, stagnation or even decline, the focus on managing employees, their ambitions and performance is permanently present in the life of any company. When, in the past, Human Resources management was considered an activity of excessive consumption of time and little return for organizations, it is nowadays seen as a vital piece for the development of businesses and companies. The reality is that, through the right stimulus, personalized and aligned with the company’s strategy, each of its employees, their effectiveness, productivity and satisfaction level with the organization will increase.
Nowadays the paradigm of organizations is also changed: if until recently it was considered “normal” to impose rigid evaluation KPIs, with task execution times, more aligned with Process Goals, today the Performance Evaluation allows to identify , diagnose and analyze the behavior of talents, also focusing them on outcome goals.
In this way, the role of information technologies assumes a fundamental role in the organization and management of Human Resources, through tools that make it possible to analyze, for example, the potential of each talent, its objectives, its profile. This way, each leader will be able to get to know his team better and adapt his communication and leadership style to each of the team members, increasing his productivity, motivation and sense of accomplishment.
The methodologies of each Performance Evaluation System must always be adjusted to the reality of each of the companies. The organization of the company, its way of working, its culture and pace, the dynamics of the teams, all of this must be taken into account. What should not fail at all is the knowledge and mapping of the skills and talent profiles of each team. Nor is the alignment between corporate objectives, and those of each team / team member. The definition of measurable criteria and their correct and frequent measurement, accompanied by individual feedback, must be part of any performance evaluation system.
It allows each talent to make an assessment of their own work, exposing their leaders to their own view of their performance. The self-assessment process is particularly important, as it requires reflection and improves self-knowledge. It also leads to the identification of strengths and weaknesses about Talent, which will start a process of improving goals, communication and ways of working between the Organization and itself.
By having, previously and regularly, objectives defined and agreed by both parties, it is easier to evaluate the performance of the Talent. This indicator is particularly useful in comparing previous performances, allowing the Organization to assess trends and progression, as well as possible causes of decreased or increased performance (professional or even personal causes). By introducing methods and artifacts that can help improve performance, an analysis can be made of the impact of these changes (for example, new tools, financial incentives, team change).
Work on the ground
Human Resources teams must work on the ground, helping the business and the operation. For example, they should meet in person and periodically with each team leader in order to monitor the evaluation of each Talent. Real facts that justify individual assessment must be discussed and analyzed. Equity and fairness of assessment should be sought between the various leaders (there is no favoring a particular team or person because it has a more empathic or relational leader, for example).
Constant guidance from the team leader will manage your talents during times of success or failure. The Orientation should be direct and constant, through records of all actions that are considered important. It is not easy to give less positive feedback, but it is essential that it is done, the teams expect it equally from their leader. This feedback should be given showing:
- Concern (with the organization, with the team, with the project, with the person);
- Observation (of facts, statistics, concrete situations, not because the person is “like this”);
- Fallibility (despite all the observation, still the leader may have misunderstood or incompletely perceived, or have a universe of data that is not complete);
- Curiosity (in addition to giving feedback, it is useful and important to collect the other person’s opinion, understand how you feel about the feedback and how it can contribute to the improvement of the situation).
The performance evaluation of Talents must be written and contain a more comprehensive description of their characteristics, including information about their strengths, weaknesses, potential and dimensions of behavior. Difficulties may be encountered in combining or comparing classifications, so it is necessary to be complemented with another method. Performance Assessment
Evaluation by Results
The evaluation by Results is based on the comparison between the results established by the Organization and the results obtained by the Talent. It is important to note that this evaluation method depends only on the measurement of results with respect to the performance of the Talent and does not incorporate other dimensions.
The Balanced Scorecard is a performance evaluation system that analyzes 4 different perspectives: Financial; customers; internal processes and training; and growth.
This Performance Evaluation method is extremely important for the Organization and Talents, as it allows to create reward systems more together, to create plans for improvement and improvement and also to create opportunities for career progression.
It is important that the organization analyzes which methodologies are appropriate for its type of culture and organization and that it is attentive to market trends, in order to remain competitive, both in its business and in the Talent capture market.