Measuring Performance is the second component of a comprehensive performance man
ID: 399022 • Letter: M
Question
Measuring Performance is the second component of a comprehensive performance management plan.
This element of the performance management plan needs to determine the methods for gathering performance information; it should include not only the types of formats and documentation for gathering information but also the people involved—for example, if 360 is part of the process, how will that be handled and who will be providing the information, etc. Having good measures of performance and good information for feedback is critical in achieving the goals of the organization and the individual. Individuals need to know how they are doing to sustain and improve their performance and, ultimately, to grow. Without accurate information, the process becomes just an exercise for both the managers and the employees. It does not contribute to the organization achieving its goals, and rather than engaging employees, the process may have the opposite effect.
How does the MEASURING PERFORMANCE part operate within your workplace or an organization that you are familiar with?
Explanation / Answer
The description of performance measurement mentioned below is for my previous organization – Microsoft.
The performance measurement process at Microsoft began with the onset of financial year and the creation of metrics to measure the performance. The organization follows a certain set of core values and the every employee is expected to set their annual goals based on these core values. These values are then reviewed by the reporting manager and signed off by both the employee and his/her manager. Point to note here is that certain goals are quantitative and some are qualitative in nature. Once the goals are set, they are reviewed every quarter to check their progress by the employee and the manager.
At the end of the year there is a feedback system that becomes open for every employee where he/she can invite their colleagues, managers, and subordinates to review their performance. This system is performed online and the process includes providing feedback that is upstream as well as downstream. These feedbacks are collated, compiled and finally mapped against the goals set. The manager and the employee then hold a discussion on the annual performance and a formal feedback and performance measurement is calculated. This is often based on various achievements in the line of duty and also the level of progress and the degree to which the goals have been achieved.