Assessment tools help measure performance to develop employees
No technology can replace a good dialogue. The way companies look at the people and their professional development methods management area should cherish the employee motivation and not look exclusively to numbers and results tables. In this regard, the assessment tools should be supportive, and not as the only measure for the development of employees.
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More than potential growth numbers and evaluation of goals achieved notes, each professional has a goal in life he should go at the pace of the company’s needs. “The main challenge is knowing what motivates each person. Only talking to each knowing his life story and understanding whatever of the future is possible to know what drives that professional, “said Paul Naliato, executive superintendent of HR Santander.
“I do not think there is right or wrong tool, but one that works in the environment we are in, from what the company values and what motivates the team,” he says, who attended the open committee of Personnel Management of Amcham- São Paulo on Friday (21/09). “Tools should only be used to generate benefits.”
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The debate revolved around the use of performance measurement tools to guide the evolution of workers. The highlight of the dialogue is purposeful, despite the product, software and other equipment: in the end, the tool is there to allow workers to be heard.
“The tool has the great benefit help managers make more organized way to analysis and structured so that it can maintain the history of every living officer, regardless of output managers or change the professional a team,” says Naliato. “Keep these historic and use them intelligently means feeding them with the data of all performance appraisal processes. Ultimately serves to hear professionals forever. ”
The word feedback often bring a certain fear to most professionals. But is improved way to know if they are meeting the company’s goals. “Every business needs goals. Who manages people have to clearly have business goals and development, “said Ruiz Mardely, HR director for IBM Latin America.
The company uses a system called personal commitment to the business (free translation for personal business Comitment, or PBC). “That’s the only tool used by all employees of the company and serves to assess the income from the evaluation of peers and superiors,” explains Mardely, which brought some cases technologies that IBM applies to measure performance and engage their teams.
The evaluation has several parameters and, briefly, what each employee has set out to do throughout the year and it was delivered this result. It is the consolidation of professional behaviors and outcomes. A goal based on these two factors is set between the employee and his team, and semi-annual periodic reviews allow rearrange the results and the strategies adopted.
The performance, which is the major focus of the program, gives grades 1-4, and the slightest sign of greater success in the result. The executive explains that the “Top 1”, ie, those who add more notes 1, usually identified as talents and receive greater attention on the opportunities of the company. This does not mean that there are unequal opportunities – on the contrary, everyone has chance to grow, she says. “Everyone has to be available forever to develop.”
“The ideal is to have the right job for the right person in the right place,” she adds. In other words, the accurate and efficient performance of certain team helps you select the team to new challenges. “It’s a good tool to organize the population of the company, 400,000 employees worldwide, and identify the largest potential performance. That’s because the talents do not expect. It is we who have to get them. ”
Attract and retain
At Santander, Naliato says the ultimate goal of the human resources area is to clearly highlight the attractions for potential candidates and attract the right talent.”When it comes to performance management, the tool must be the least interfere,” he said.
His shows that most important message is to motivate teams to measure their merits and make the executive areas see themselves what metrics are aimed at improved business performance as a whole. “You have to target each individual to achieve the bank’s goals and give meaning to each individual goal, to connect them with your manager and area vice president.”
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This vision of sharing part of the incentive to high performance, the meritocratic recognition and openness to employee development. “There’s a recovery plan for those who stay below the expected performance, receiving close monitoring to improve.”
At that stage, he says, many professionals reveal problems outside the workplace that end up directly affecting productivity. “The employee development is always the greatest benefit.”
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