Management: Evaluating Performance
22 November 2010
Read by 1923 persons
As the year-end approaches, managers and HR directors or HR managers are called upon to conduct the evaluation process to measure the degree of involvement of each employee in achieving the objectives set at the beginning of the year and the impact of their efforts on the company's results. Experts consider this a difficult exercise, agreeing that each company has a strategy defined in terms of challenges and priorities.
It is from these that the HR director or top management sets the key values and skills required to achieve the set objectives. Currently, large structured companies and subsidiaries of multinationals proceed effectively, but a large part of the economic fabric, essentially composed of SMEs, is not yet interested, except for some that have understood that to evolve, it is necessary to surround themselves with efficient and motivated employees. Thus, a good evaluation procedure must be objective, fair and rigorously developed. It makes it possible to measure the effectiveness of an employee at a time when individual performance is starting to gain importance and allows companies to position themselves well in the market and compete with other structured companies.
According to Mohammed Benouarrek, HR director, "a performance evaluation system helps to assess employees in a factual way in order to assign them to the right positions, give them the right assignments, diagnose their strengths and weaknesses to be improved, build individual development plans and career management plans, develop succession plans, decide on fixed and variable remuneration, etc. This largely guarantees transparency, credibility and legitimacy to the decisions of top management." And he adds: "Observational evaluation remains subjective and superficial in many cases because it is based on observations and not facts." Specialists believe that it is necessary to measure skills and not behavior, which remains difficult to "calibrate." And our consultant will not deny it: "It is necessary to evaluate the output and the performance but not the person themselves. A common mistake made by a large number of evaluators lies in criticizing the person rather than their performance in relation to a mission 'X' in a time 'Y'. It is important to separate the evaluation of the person from the employee and to talk about performance, figures and facts."
Therefore, managers or HR directors must be well equipped to conduct this evaluation process, so feared by employees, in an objective manner. To do this, they are called upon to put in place a structured process including individual interviews, preferably two per year.
"During the evaluation interview, it will be necessary to congratulate the employee on good achievements and constructively criticize less good performances by focusing on development and correction perspectives rather than threats in case of future failures. We do not evaluate to judge... We evaluate to develop," advises Mohammed Benouarrek.
One thing is certain: the evaluation of individual performance is a "must". Companies are beginning to realize the importance of this element in achieving objectives. According to the 2010 Diorh/Mercer survey on remuneration, it is individual merit that is most rewarded. The results announced indicate that individual performance is cited by 94% of respondents as a determining factor in salary increases, followed by company performance (64% of responses), salary position in salary scales (65%), inflation (59%), employee seniority outside legislation (6%) and others (14%). It should be noted that compared to the results of the 2000 Diorh survey, individual performance has received more consideration (from 3rd to 1st position in 2010). A significant step that augurs a change in the HR management methods practiced in Morocco to face globalization.
Published on November 8, 2010
Online since December 5, 2011
ode.ma
It is from these that the HR director or top management sets the key values and skills required to achieve the set objectives. Currently, large structured companies and subsidiaries of multinationals proceed effectively, but a large part of the economic fabric, essentially composed of SMEs, is not yet interested, except for some that have understood that to evolve, it is necessary to surround themselves with efficient and motivated employees. Thus, a good evaluation procedure must be objective, fair and rigorously developed. It makes it possible to measure the effectiveness of an employee at a time when individual performance is starting to gain importance and allows companies to position themselves well in the market and compete with other structured companies.
According to Mohammed Benouarrek, HR director, "a performance evaluation system helps to assess employees in a factual way in order to assign them to the right positions, give them the right assignments, diagnose their strengths and weaknesses to be improved, build individual development plans and career management plans, develop succession plans, decide on fixed and variable remuneration, etc. This largely guarantees transparency, credibility and legitimacy to the decisions of top management." And he adds: "Observational evaluation remains subjective and superficial in many cases because it is based on observations and not facts." Specialists believe that it is necessary to measure skills and not behavior, which remains difficult to "calibrate." And our consultant will not deny it: "It is necessary to evaluate the output and the performance but not the person themselves. A common mistake made by a large number of evaluators lies in criticizing the person rather than their performance in relation to a mission 'X' in a time 'Y'. It is important to separate the evaluation of the person from the employee and to talk about performance, figures and facts."
Therefore, managers or HR directors must be well equipped to conduct this evaluation process, so feared by employees, in an objective manner. To do this, they are called upon to put in place a structured process including individual interviews, preferably two per year.
"During the evaluation interview, it will be necessary to congratulate the employee on good achievements and constructively criticize less good performances by focusing on development and correction perspectives rather than threats in case of future failures. We do not evaluate to judge... We evaluate to develop," advises Mohammed Benouarrek.
One thing is certain: the evaluation of individual performance is a "must". Companies are beginning to realize the importance of this element in achieving objectives. According to the 2010 Diorh/Mercer survey on remuneration, it is individual merit that is most rewarded. The results announced indicate that individual performance is cited by 94% of respondents as a determining factor in salary increases, followed by company performance (64% of responses), salary position in salary scales (65%), inflation (59%), employee seniority outside legislation (6%) and others (14%). It should be noted that compared to the results of the 2000 Diorh survey, individual performance has received more consideration (from 3rd to 1st position in 2010). A significant step that augurs a change in the HR management methods practiced in Morocco to face globalization.
Published on November 8, 2010
Online since December 5, 2011
ode.ma
