(Paperback)
Eric Alagan,
N. Arivalagan (Publisher)
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Cogs in a machine. One wheel drags and the works slow; or worse-they gum up. Remember that shirker in your college project team?
Yes, you know the primary problem: we work in teams but conduct performance appraisals at the individual level. A tough nut? Not really. There is a solution.
You need a scorecard model that quantifies-hard numbers-each team's and individual's contribution in relation to corporate goals. Yes, ultimately an employee's performance must be tied to achieving business goals-sales and profits.
And it's not just for the line-workers. It includes the staff workers too.
Some hints on the protocol to use: No judgement calls-well, there is but it's severely moderated. Several levels of reviews and several reviews-to eliminate games such as playing favourites and sucking up to the supervisor. And to smoothen peaks and troughs in performance by the team and the individual.
Time taken-no more than a "regular review".
The Performance Appraisal Model is a simple model, a collaborative model that everyone in the team helps to build-and buys into from day one. If the people don't own it-no pep talk is going to change anything.
Oh, something else: the Performance Appraisal Model incorporates the 10 goals of an ideal performance appraisal exercise.
Check it out. Pick up copy.
