not a way to measure employee performance objectives MBOs not a way to

Not a way to measure employee performance objectives

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not a way to measure employee performance objectives (MBOs) not a way to determine whether an employee is meeting basic job requirements not focused on basic technical or job-specific skills should not be used to measure strictly objective things such as attendance, sales quotas, etc. Appraisal Questions. The more accurate question items describe an employee's expected work performance, the easier raters will be able to answer them, and the more relevant and actionable the feedback results will be. Question items typically cover job-relevant dimensions and/or competencies (such as Leadership, Communication, Teamwork, Customer Focus, etc.) with related behavioral indicators. They should also be in line with the organization's vision, goals, culture, and values. Focus on the most important competencies and behaviors only, Pareto 80-20 principle. [DrJ13] Countless steps, tasks, procedures, processes, and other behaviors are involved in any one position. It would be impractical to try and include them all. The best approach is to focus on those that are crucial in the working relationship with a specific rater group. It is important to collect both quantitative (numeric) and qualitative (narrative) data. Numeric data are ratings (normally 1 to 5) per competency/behavior that are averaged across all raters in a rater group, to give an overall "grand" average, which can also be used to compare the relative performance of different employees. Narrative comments will offer insights into specific strengths, weaknesses, and issues that are often missed by quantitative data alone. Even though it takes more time to complete a 360 questionnaire that asks for comments, and more time to analyze the results, the extra effort pays off in the richness of the data that will be gathered. As a
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CANADAIN PACIFIC AND INTERNATIONAL BANK: PERFORAMANCE 14 tradeoff, limit the number of questions in the 360 questionnaires (i.e. go for quality as opposed to quantity). Value-based appraisal. Use the core values of your company as questions in the appraisal system. Value-based questions can be the same for all the employees in your company – position is irrelevant in this situation. All employees must share company values. Using value-based questions helps to unify what is relevant in the company. Example: If the core value of your company is considerate, then the question in the appraisal system could be, “Is the employee considerate?” or just “Considerate”. In the latter case a longer explanation can be added to the question – “The employee is always considerate of others and inspires his/her colleagues and clients. Creates a positive atmosphere around himself/herself”. Occupational-group (work family)-based appraisal. Build the questions so that every occupational group has a specific set of questions. These kinds of occupational group-based questions can be constructed functionally and hierarchically. Certain questions can be asked from all the executives, project managers etc. Example: There are several middle managers in the
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