Measuring employee performance

Published on May 30, 2019   19 min

Other Talks in the Series: The Art and Practice of First Level Management

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Hello, this is Sue Hutchinson. The title of my talk today is "Measuring Employee Performance, Outputs and Behaviors". This talk is one of two on managing performance. The second talk is performance review and feedback.
Managing employee performance is a key responsibility for all first line managers. Indeed, the success of any performance management scheme depends largely on the ability and effectiveness of line managers, in activities such as setting individual and team objectives, reviewing and monitoring performance, providing feedback, development opportunities, and other forms of support. Crucially line managers linked the organization's goals and objectives to individual's performance by placing them in the context of employees' work. However, this is not an easy task and there is growing evidence that line managers face considerable challenges in managing performance. Some of these difficulties were covered in an earlier talk on what is a first line manager. Undoubtedly, one of the most difficult things to get right is performance measurement. How to capture and assess performance in a way which is meaningful, relevant, valid and practical. This is the subject of this talk.
The talk begins with an overview of how to manage performance, which provides a framework for this talk and the second one. We then consider what is work or employee performance. A complex and multidimensional concept which is not as straightforward as you would think. Next the key criteria performance measurements need to meet. If they are to be meaningful, accurate, and accepted by both employees and managers are considered. This is then followed by a look at the two main approaches to performance measurement, and finally a summary of the main points.