In an organization, monitoring staff performance is one of the management's essential tasks. Monitoring the employees' performance is critical to the organization's success and competitiveness. The process of monitoring the staff's performance involves measuring, reporting, and managing the progress to ensure the improvement in the efficiency of operation at an individual and corporate level (Bauer et al., 2016). Monitoring the staff's performance is a comprehensive task that should be flexible to enable managers to determine how well the employee performed in the organization. Developing a tool that will efficiently monitor the employees' performance is critical towards ensuring the organization's success.
One of the essential tools for monitoring the staff's performance is Key Performance Indicators (KPIs) which enable managers to measure how individuals are performing concerning strategic goals and objectives of the organization. Apart from measuring the employees' performance, the KPIs also play a critical role in enabling rich data-driven performance conversations and enhanced decision-making in the organization (Medne & Lapina, 2019). Well-designed KPIs play a significant role in giving a clear picture of the current level of employees' performance and whether the organization needs to be at any given time. Developing an actionable Key Performance Indicators tool to help monitor staff performance involves the following five steps.
Delegate your assignment to our experts and they will do the rest.
The first step involves establishing goals that the organization wants to achieve before measuring the employees' performance based on KPIs. The goals and objectives that the organization will establish should relate to all aspects of the company's operations. Establishing critical success factors (CSF) is the second step that involves identifying activities that the organization needs to focus on to become successful and competitive. The essential elements of success should be measurable and incorporate the time frame within which the employee will meet its specific goals and objectives. For instance, as the clinical manager, it is necessary to set targets of attendance for crucial meeting. The relevant staff will be assessed for the percentage of attended meetings accordingly.
Establishing KPIs from CSFs is the third step necessary that focuses on KPIs and quantifies critical success factors. For example, in relation to the case study, quantitative goals that such as customer satisfaction rating could be instrumental. The fourth step involves collecting measures for all the aspects of an individual's operation in the workplace. The step consists of determining the changes that have taken place within a specific time frame, and this enables the managers to measure the performance of an individual and create more actionable goals in the future. In our case, the measures needed in the weak areas of attendance and documentation are rate of absenteeism and number of unsigned and unsubmitted documents. The last step involves calculating metric measures that can be expressed in ratios, rates, or percentages to help quantify an individual's performance in the workplace. The calculation from measures will indicate the employee's contribution to the actual progress towards the achievement of the organization's set goals and objectives.
In the world of business, collecting and analyzing relevant data is vital to making an informed decision to ensure the organization's success. Establishing an excellent relationship and communication between the employees and the managers in the organization are ways that enable the leaders to obtain critical information (Bai et al., 2016). The process of monitoring the staff's performance is another way of getting helpful information from the employees that can be used to decide for improving the organization's performance. When measuring the employees' performance, managers can interact with the staff, and the use of closed and open-ended interviews can collect information from the workers concerning the improvement of individual performance in the workplace.
During interview sessions, the employees can express themselves and identify problems that compromise their ability to deliver their duties effectively. Analyzing this information from different staff yields helpful information that enables the managers to respond effectively to varying needs of employees, enhancing their performances in the workplace. The results of staff performance in the workplace are another critical source of information that can be used to achieve effective employee performance management in the workplace. Conducting employee performance enables one to identify the strengths and weaknesses. By addressing the weaknesses and upholding the strengths, managers can enhance the performance of the organization's workers.
Monitoring staff performance in an organization is a critical management task that determines an organization's success and competitiveness. Monitoring the employees' performance in an organization involves measuring, reporting, and managing the progress to ensure enhanced operational efficiency at an individual level. Key Performance Indicators (KPIs) is a tool that enables the management to monitor the performances of the employees in an organization. Using both closed and open-ended interviews in the workplace allows managers to collect relevant information from the staff. The data can be analyzed and used to inform decision-making to ensure adequate staff performance management.
References
Bai, Y., Lin, L., & Li, P. P. (2016). How to enable employee creativity in a team context: A cross-level mediating process of transformational leadership. Journal of Business Research, 69(9) , 3240-3250.
Bauer, M., Horch, A., Xie, L., & Jelali, M. (2016). The current state of control loop performance monitoring–a survey of application in industry. Journal of Process Control, 38 , 1-10.
Medne, A., & Lapina, I. (2019). Sustainability and continuous improvement of organization: Review of process-oriented performance indicators. Journal of Open Innovation: Technology, Market, and Complexity, 5(3) , 49.
