In a previous post we talked about 4 ways to evaluate job performance in the company. In this new post we are going to delve a little deeper in the performance assessment and we are going to present a series of practical examples that will serve to illustrate what we have seen in that other article.
Before we get into the subject, let's remember that performance appraisal is one of the responsibilities of the HR department and that it is used to determine whether an employee is achieving the objectives expected of him or her. To find out, we need to look at:
Let us look at a number of practical examples that will give us a clearer picture of what this entails.
Martin is responsible for the company's sales department and we have hired him for his ability to attract new clients and for his team management skills.
When he joined the company, we told him what we expected of him: that he would increase the company's customer base by 20% over the previous year. Not only has he achieved this goal, but he has managed to increase it by 24%. It has done so without investing excessive resources. He did not attend any in-company training, although he did not need to.
In assessing Martin's performance, we conclude that, with respect to the four variables mentioned above, his scores are as follows:
As we can see, Martin has a 0 in the training aspect, but as he got a 10 in everything else, training is not necessary in his case. The company can reward him with a gift voucher for their achievements.
Eva is a customer service worker for the company and we hired her for her conflict resolution skills and her experience in customer retention and loyalty.
When he joined the company, we told him that his job would be to reduce churn by 10% from the previous year. He has come very close, reducing churn by 9%. Customers have been surveyed and 80% are satisfied with Eva. Despite having attended some training (a total of 60 hours) to complement her experience, she has not been able to avoid spending extra time on retaining certain clients, which has reduced her efficiency somewhat.
In Eva's performance evaluation, we obtain the following:
Eva has done a very good job, although there are areas where she can improve. Depending on her performance evaluation, we may send her for training on time management.
Ramón is a marketing employee and we hired him because of his background in advertising and his creative spirit.
Despite having specific advertising training, Ramón has shown certain gaps in the overall marketing process in the company. For this reason, he has been sent for a 20-hour theoretical training related to it. As a result of this training, his productivity has increased, although not as much as we expected.
Following the evaluation of Ramón's performance, we obtain the following:
Perhaps the problem is that we have not specified his objectives and what we expect of him. We should also consider the possibility of longer and more practical training. His next performance appraisal will tell us whether this was the solution.
Of course, the examples of performance appraisal that we have seen can go much deeper and even include other variables such as the work motivation and the response to certain incentives such as gift voucher.
