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.
Martín is in charge of the company's commercial department, and we've hired him for his ability to acquire new clients and his team leadership skills.
When he joined the company, we communicated what we expected from him: that he should manage to increase the company's clientele by 20%compared to what was increased the previous year. Not only has he achieved this goal, but he has managed to increase it to 24%. He has also done so without investing excessive resources. He has not attended any training within the company, although he has not needed to.
In the performance appraisal of Martín, we concluded that, with regard to the four variables previously mentioned, his scores are as follows:
As we can see, Martín has a 0 in the training aspect, but as he has obtained 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 department employee at the company and we have hired her for her conflict resolution skills and her experience in customer retention and loyalty.
During your onboarding with the company, we communicated that your job would be to reduce customer churn by 10%compared to the previous year. You've come quite close, having managed to reduce it by 9% . Customer surveys have been carried out, and 80% are satisfied with Eva. Despite attending some training (a total of 60 hours) that complemented her experience, she hasn't been able to avoid spending extra time retaining certain clients, which has slightly reduced her efficiency.
In assessing Eva's performance, we obtain the following:
Eva has done a very good job, although there are aspects in which she can improve. Based on her performance review, we can send her on training about Time management.
Ramón is a marketing department worker and we hired him for his advertising training and creative spirit.
Despite having specific advertising training, Ramón has shown certain gaps in the company's global marketing process. For this reason, he has been sent on a 20-hour theoretical training course related to this. Since this training, his productivity has increased, though not as much as we had hoped.
Following the appraisal of Ramón's performance, we have the following:
Perhaps the problem was not specifying his objectives and what we expect from him. We must also consider the possibility of him undertaking a longer, more practical training course. His next performance review will tell us if this was the solution.
Of course, in the performance appraisal examples we've seen, it's possible to go much deeper and even include other variables that could be Work motivation and the response to certain incentives such as gift voucher.
