Assessing Performance – targets
Before we dive into assessing performance against targets, a quick reminder of part 1:
In the first blog in this series of 4 – Setting Expectations for Performance, we looked at how expectations can be broad. With that said, we can break them down into two broad categories:
- Measurable Results and Targets – what do employees need to produce? And how much do they need to do?
- Observable Actions & Behaviours – what good looks like and how people are expected to behave.
Measurable results and targets are easy to assess as they are quantifiable. The more difficult aspect to assess is why haven’t we met the targets or goals?
When need to set specific and realistic targets, with a clear timeline so that people know exactly what they have to achieve. We need to break down larger targets, with longer deadlines, into manageable chunks. The key to success is to monitor progress closely and address any deviances quickly.
People do not always hit their targets.
There can be several factors:
- Lack of skill, knowledge, or experience.
- Lack of resources.
- Internal or external influences over which you have little control.
- Lack of will, motivation or engagement.
We can address all of these factors through continuous review, communication, and coaching.
Behaviours, however, are not so straight forward to assess unless expectations have been clearly defined and communicated.
The best way to assess behaviour is through observation and gathering evidence. The evidence needs to be objective and specific.
Your team may agree that in order to Communicate Effectively, everyone needs to demonstrate the following behaviours as standard:
- Be respectful and polite to all.
- Present information clearly, concisely, and logically.
- Ask questions to ensure understanding!
- Listen attentively and don’t interrupt!
- Keep relevant people informed and up to date!
- Adapt your communication style to suit the audience.
Through observation you may find that a team member didn’t ask questions in a meeting. Subsequently, they went on to make assumptions that took time to correct. Rather than only focusing on the mistakes that need to be corrected, it is important to discuss and address the reasons for the behaviour that caused the problem in the first place. This is more likely to prevent the situation from happening again.
In conclusion
Performance assessment is a continuous process, not something we only do at review or appraisal time. The best managers manage by walking around. In other words they are observing what people are doing on a daily basis, gathering evidence, both good and bad, and acting on it immediately.
If you want to know more about this topic, take a look at our Team Performance Management course.
In part 3 of blog in this series on Performance Management, we will look at Performance Reviews and how to get the most out of them.
