EMPLOYEE PERFORMANCE MEASUREMENT

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Measuring the performance covers the evaluation of the main tasks completed and the accomplishments of the employee in a given time period in comparison with the goals set at the beginning of the period. Measuring also encompasses the quality of the accomplishments, the compliance with the desired standards, the costs involved and the time taken in achieving the results Measuring employee performance is the basis of the Performance appraisal processes and performance management. Accurate and efficient performance measurement not only forms the basis of an accurate performance review but also gives way to judging and measuring employee potential.

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Measures Organizational outcomes or the achievement of organizational goals should also be kept in mind Focus on accomplishments and results rather than on activities Also take note of the skills, knowledge and competencies and behaviours of the employees that help the organisation to achieve its goals If possible, collect the feedback about the performance of the employees through multi-point feedback and self-assessments Financial measures like the return on investment, the market share,

the profit generated by the performance of the team should also be

considered
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Performance Measurement : For an organisation to be an effective organisation and to achieve its goals, it is very important to monitor or measure its and its employee performance on a regular basis. Effective monitoring and measuring also includes providing timely feedback and reviews to employees for their work and performance according to the pre-determined goals and standards and

solving the problems faced. Timely recognition of the accomplishments also

motivates the employees and help to improve the performance.

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The employees based only on one or some factors can provide with inaccurate results and leave a bad impression on the employees as well as

the organisation. For example: By measuring only the activities in

employees performance, an organization might rate most of its employees as outstanding, even when the organisation as a whole might have failed to meet its goals and objectives. Therefore, a balanced set of measures (commonly known as balanced scorecard) should be used for measuring the performance of the employee.

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 Distribution of role profiles with KPA / KRA Activities break up on KRA/KPA Measurement chart departmental head

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Step -1

ACCOUNTS DEPARTMENT

100%

WH SPARES DEPARTMENT
90%

BACK END SALES DEPARTMENT

100%
ROLE PROFILE TRAINER ( Pending )

KRA/KPA: Distribution & Circular to HOD

80%

SALES DEPARTMENT

80%

WH EQUIPMENTS DEPARTMENT

ROLE PROFILE DISTRIBUTION 50% ( pending )

100%

HR & ADMIN DEPARTMENT

50%

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SERVICE DEPARTMENT

Step -2

1. 2. 3.

MAN POWER REQ CYCLE 30 DAYS IND & TRAIN 10 D

ATTRACT TALENT

ROLE PRO KRA KPA PHYSICAL ENVORNMENT CREATION

1. 2. 3.

DEVELOP TALENT
4. 1.

TRAINING CAL JAN TRAINING MET LIST TRAINING SCHE. MONTHLY 1 EVALUATION MOTIVATION : MONTHLY PLAN EMP CARRIER PLAN

KRA / KPA

2.

1.

RETAIN TALENT
2. 3.

EVALUATION MONTHLY KRA/KPI AWARD / REWARD DEVELOPING COACHING, VALUE ADDED BENEFITS TO EMP

1.

HR SYSTEM & CORPORITAZATION

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2. 3.

EVALUATION PROCE POLICY IMPLEMETATION EVENT MANAGEMENT : TIMELY

EMPLOYEE PERFORMANCE MEASURMENT CHART

SL NO

MEASURES 1 Attract talent 2 Develop talent 3 Retain talent Hr system & 4 Corporatization 5 Workplace practices 6

BASE % 25 25 20 20 10

NEW % 20 18 15 16 8

IMPROVE MENT WIGHTED RESULTS 20 18 15 16 8

TOTAL BENEFIT

100

77

77

77%

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