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Printable Handouts
Navigable Slide Index
- Introduction
- Managing employee performance
- Talk outline
- Overview of managing performance
- Why measure performance?
- What performance will be measured?
- Key criteria for performance measures
- In sum…
- Measuring performance: approaches
- Key performance indicators: examples
- SMART objectives
- SMART objectives: examples
- Balanced scorecard
- Barclays' blanced scorecard
- Output based approach: benefits
- Output based approach: problems
- Behavioural/Competency approach
- Example of competencies
- Behavioural indicators and levels
- Outputs or behaviours?
- Summary
- Thank you
This material is restricted to subscribers.
Topics Covered
- Employee performance
- First line management
- Setting objectives
- Monitoring performance
- feedback
- Professional development
- Key performance indicators
- Output-based approach
- Behavioural approach
- SMART objectives
- Performance management
Links
Series:
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Talk Citation
Hutchinson, S. (2019, May 30). Measuring employee performance [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved November 15, 2024, from https://doi.org/10.69645/UWHQ3587.Export Citation (RIS)
Publication History
Transcript
Please wait while the transcript is being prepared...
0:00
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.
0:17
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.
1:20
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.