How to assess and value individual performance?

The widespread uncertainty that our civilisation faces extends to organisations. The need for control and anticipation affects both the internal and external environment. How relevant is the current system of measuring individual performance? Which indicators should we favour?

For a long time, "performance" was associated with "numerical results" and the qualitative contribution of employees was put aside. After two years of radical managerial changes, the criteria for assessing performance are changing. In addition to measuring the achievement of objectives set during annual interviews, the evaluation of individual performance must now include two new dimensions:

  • Aligning individual behaviour with the company's sustainable and social performance issues
  • The contribution to the corporate culture through the values of solidarity, agility, autonomy and resilience, the importance of which has been amplified by the covid pandemic.

For HRDs and managers, the challenge is therefore to enrich the employee evaluation system by integrating these two new dimensions.

How to effectively evaluate individual performance?

Adding the behavioural dimension to this measure means studying "how it was obtained".

The 360 feedback answers, in part, to the objectification of evaluations. The HR function and managers select the individuals who give feedback on the behavioral aspects of implementing the values stated above.

Our interlocutors also emphasise the evaluation of the Manager himself. Indeed, it is often the case that the inadequacy of behaviours is often due to the attitude of the Manager. The confidentiality of the participants is essential to the success of this measurement tool. 

How to set motivating performance objectives?

According to a Gallup survey at the end of 2019, only 7% of employees say they really understand what is expected of them. Therefore, the concept of S.M.A.R.T. objectives should focus more on the employee's understanding than on their ability to achieve them. 

A goal must therefore be:

SMART goal-setting model
The S.M.A.R.T. Model takes into account the employee's agreement with his or her objectives

What are the key success factors for setting performance objectives?

  • Limit the number of objectives to 5 and associate 3 Key Results on average.
  • Having access to benchmarks, getting an NPS of 40 is probably good, but where do we start from?
  • What are the expected results that contribute most to the chosen objectives?
  • Set a motivating result to achieve. When employees regularly reach 100% this can result in a drop in motivation. At Google the threshold is set at 70%.
  • Get your staff and managers into the habit of reviewing the achievement on a very regular basis. Only this ritual, supported by an interactive tool, will make the desired agility a reality. 
Check Target setting
Good Practice in Objective Setting

How can we value performance on a daily basis?

In practice, HRDs and managers will be transparent about the allocation of responsibilities:

  • HR will define the performance management strategy and the set of objective and more subjective measurement criteria for the contribution to culture.
  • The manager will measure on the ground, analyse, take and give feedback to bring up development needs.

This collaborative work begins with the centralization of HR data in order to share the data with the different levels of management. Everyone will then have a complete view of the human capital: reviews of annual interviews, evolution of the level of skills, history of positions held, training courses followed, etc., completed by the analysis of behavioral qualities.

Development objectives for the Neobrain solution
Development objectives on the Neobrain platform

In everyday life, the measurement of individual performance takes the form, firstly, of a full and transparent report on the annual interview.

Secondly, it is essential to anchor this evaluation in the daily life of the employee and his/her manager, who will be keen to examine the contribution to collective performance.

Finally, measuring performance must be done in parallel with the evaluation of the skills of the job chosen by the employee. The final performance is the result of the adequacy of the right skill in a favorable context, and of the motivation to develop this skill.

This is why Neobrain integrates motivation in each of the dimensions related to the employee. Discover our philosophy in more detail on our"Engagement and Performance" page.

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How to assess and value individual performance?

Evaluating individual performance is evolving towards a real time consideration. What are the best practices?
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Pierre-Louis Quentin
How to assess and value individual performance?
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The widespread uncertainty that our civilisation faces extends to organisations. The need for control and anticipation affects both the internal and external environment. How relevant is the current system of measuring individual performance? Which indicators should we favour?

For a long time, "performance" was associated with "numerical results" and the qualitative contribution of employees was put aside. After two years of radical managerial changes, the criteria for assessing performance are changing. In addition to measuring the achievement of objectives set during annual interviews, the evaluation of individual performance must now include two new dimensions:

  • Aligning individual behaviour with the company's sustainable and social performance issues
  • The contribution to the corporate culture through the values of solidarity, agility, autonomy and resilience, the importance of which has been amplified by the covid pandemic.

For HRDs and managers, the challenge is therefore to enrich the employee evaluation system by integrating these two new dimensions.

How to effectively evaluate individual performance?

Adding the behavioural dimension to this measure means studying "how it was obtained".

The 360 feedback answers, in part, to the objectification of evaluations. The HR function and managers select the individuals who give feedback on the behavioral aspects of implementing the values stated above.

Our interlocutors also emphasise the evaluation of the Manager himself. Indeed, it is often the case that the inadequacy of behaviours is often due to the attitude of the Manager. The confidentiality of the participants is essential to the success of this measurement tool. 

How to set motivating performance objectives?

According to a Gallup survey at the end of 2019, only 7% of employees say they really understand what is expected of them. Therefore, the concept of S.M.A.R.T. objectives should focus more on the employee's understanding than on their ability to achieve them. 

A goal must therefore be:

SMART goal-setting model
The S.M.A.R.T. Model takes into account the employee's agreement with his or her objectives

What are the key success factors for setting performance objectives?

  • Limit the number of objectives to 5 and associate 3 Key Results on average.
  • Having access to benchmarks, getting an NPS of 40 is probably good, but where do we start from?
  • What are the expected results that contribute most to the chosen objectives?
  • Set a motivating result to achieve. When employees regularly reach 100% this can result in a drop in motivation. At Google the threshold is set at 70%.
  • Get your staff and managers into the habit of reviewing the achievement on a very regular basis. Only this ritual, supported by an interactive tool, will make the desired agility a reality. 
Check Target setting
Good Practice in Objective Setting

How can we value performance on a daily basis?

In practice, HRDs and managers will be transparent about the allocation of responsibilities:

  • HR will define the performance management strategy and the set of objective and more subjective measurement criteria for the contribution to culture.
  • The manager will measure on the ground, analyse, take and give feedback to bring up development needs.

This collaborative work begins with the centralization of HR data in order to share the data with the different levels of management. Everyone will then have a complete view of the human capital: reviews of annual interviews, evolution of the level of skills, history of positions held, training courses followed, etc., completed by the analysis of behavioral qualities.

Development objectives for the Neobrain solution
Development objectives on the Neobrain platform

In everyday life, the measurement of individual performance takes the form, firstly, of a full and transparent report on the annual interview.

Secondly, it is essential to anchor this evaluation in the daily life of the employee and his/her manager, who will be keen to examine the contribution to collective performance.

Finally, measuring performance must be done in parallel with the evaluation of the skills of the job chosen by the employee. The final performance is the result of the adequacy of the right skill in a favorable context, and of the motivation to develop this skill.

This is why Neobrain integrates motivation in each of the dimensions related to the employee. Discover our philosophy in more detail on our"Engagement and Performance" page.