Employee Performance
Management and
Appraisals Demystified
FORMULATING
PERFORMANCE MEASURES
Performance Measures are any of the following:
Goals/Objectives
Key
Performance Indicators (KPI's)
Competencies
Performance
Measures need to be mutually agreed between line managers
and jobholders, and documented onto a Performance Agreement
Form, which serves as a written "contract" between
them regarding WHAT needs to be done by the jobholder and
to what STANDARD (Quantitatively and Qualitatively).
There should be anything from 5 to 15 Performance Measures
per position, consisting of 3 to 6 critical Competencies,
with the balance comprising of Goals/Objectives and KPI's.
Before
attempting the above process, it would be a good idea to first
develop a Job/Role Description for the position through a
thorough Job Analysis, as a Job/Role Description will function
as a major resource to derive Performance Objectives from.
STEP
1: SETTING KEY PERFORMANCE AREAS
KPA's are areas of accountability for which an employee
is expected to produce results. (They are identical to the
KPA's as would appear in the Job/Role Description for the
position.)
All jobs should have anything up to a maximum of seven KPA's
which, if viewed, will tell you broadly WHAT the JOB ENTAILS
(similar to "Job Functions" in the old language).
KPA's should meet the following criteria:
They
(or their combination) should be unique to the specific
position
They
should provide clear justification for the existence of
the position
They
must be within the authority level of the jobholder
They
must be worded briefly (1-3 words)
Their
number must be limited (not more than 7), focusing on the
most important job outputs
Gives
the answer to the question: "Where does a cluster of
related job activities lead to?"
