How can I get my staff motivated and evaluated properly?
Hello everyone, I am a human resource manager. I think evaluation by immediate senior management can be biased and misleading. At the same time, it's impossible for top management to oversee all evaluations. So I'm asking how can I get my staff motivated and evaluated properly? And what is the best way for employee appraisal and grievance handling to result in better performance, rather than lack of motivation?
Leading a getting employees motivated is changing. The old methods are no longer working because employees want more out of their career. I wrote an article about this to give you more information: http://joeygedgaud.com/getting-employees-motivated-perform-better-day/
What I have found is that it is not just an evaluation/appraisal process it has to be a performance management program.
There must be clearly defined goals agreed by both management and staff, and these goals must be qualitative and quantitative. This must be supported by a strong reward and recognition program with a built in system for handling grievances.
I believe once you genuinely look after your employees the motivation will come. This does not mean that every staff member will be totally satisfied because you will never be able to please every one, but it means that your grievances will be minimal.
Hope this helps. If you need further help feel free to contact me.
Performance Evaluation is an important milestone step in the overall Performance Management System.
Which means that if the goals are clearly clarifies and agreed, and there are regular review and coaching dialogues in-built, then evaluations do bot become a guess work event.
Clarity in Performance Expectations, Evaluation/Assessment Standards, Periodic Review-Coaching Support and demonstration of fairness in applying Assessment Standards establishes the fairness in the assessment.
Wishing you the vest best!
The most important thing to consider as a manager, is how you retain your staff. As managers or supervisors, we are sometimes allowed access to benefits and incentives that our organizations provide, but not to our junior officers. I believe if we consider and fight for the rights of our officers without being selfish and all that, our actions can create a sense of belonging in them. If we can acknowledge and praise their performances every time they submit their reports etc., we cause them to feel they are worth the job they're doing. An additional increase in their salaries in respect to their years of experience within the organization is of essential importance to motivate your staff as well, and organize recreational activities that can maintain team spirit. Lastly but not the least, identify training needs amongst your officers and do up a training plan, delegate work and be fair to everyone, and avoid favoritism. Cheers.
Value your staff. In a successful career spanning several decades I have been formally reviewed at HR's insistence only a few times. I'm not convinced that the classic performance review has any value. Performance reviews should be an ongoing process not a annual "I gotcha." You cannot succeed without great staff. To motivate them:
* Allow them to succeed in something that’s new to them or innovative for the organization.
* Make positive feedback happen every day.
* Document negative feedback as it happens. (I hope rarely. If not, HR helps deal with it.)
* Send staff to an out-of-town conference or seminar, then have them present a summary at staff meetings.
* Encourage a staff person to write an article or be quoted in one.
* When they hit a home run (metaphorically), brag about it. Employees are pleased when others say something to them about what they do.
* After a particularly difficult assignment, take your employee and his or her spouse to dinner at a fancy restaurant.
* When an employee introduces a valuable innovation, let everyone know by talking it up to the rest of the staff and to that staff person.
Don’t underestimate the power of making sure staff have what they need to perform well. Be responsive to your staff as people. Even a new chair can excite someone.
- The Pragmatic Web Designer
Evaluating people is critically important in that team members want to know "how am I doing" and that can come from a variety of sources.
I used to hate giving performance appraisel's because I had no system and the evaluater (me) is usually pressed for time AND if compensation is tied to the review, it is human nature for the team member being reviewed to be on their absolute best behavior leading up to the review time.
In looking at various models, we came across the notion of self managed work teams from Tom Peter's (In Search of Excellence). Simply, we had the team evaluate the individual (after training), we had the individual evaluate themselves (usually harder on themselves than I was) and then I would evaluate the member.
What we found is people love to be involved in the process. ALL parties actually. Our rating system (1-5 from poor to excellent) was such that team members aspired to rate a 3.75 or better.
Some pitfalls arose in that personalities might not fit each other so you as the leader have to weigh the ones that are nasty and the ones that are awesome. Your best bet is to go with positivity in my opinion. A performance appraisal system should be a huge motivator and driver for improvement. That is what we found.
No longer were people dreading their 'report cards' rather they enjoyed hearing what others saw as their strengths and not so strong areas and they drove themselves to a higher level between reviews.
This may appear somewhat radical but we are talking about teams here. We are talking about people's livelihoods and it should not just be a poster on the wall that states "Our people are our greatest asset." If that is true, then give them the respect that they and their surrounding teammates know best - if you listen, you will learn a great deal.
SELF MOTIVATION is lasting. A small bump in pay is forgotten by the next pay period. Knowing this, let your team evaluate and suggest what improvements need to be made (if any) and you will be amazed at the positive outcomes. People can be shy and self-critical yet the positive in tremendously rewarding.
Obviously this is a deeper subject than time allows to address but the gist of my point and my passion is pretty simple. "Let people know what you expect; teach them the best practices as you know them; allow them to DO and perhaps fail occasionally; celebrate successes as a team and perhaps most importantly, follow the Golden Rule of respecting the individual."
My reviews were spent 80% listening and 20% speaking (I strove for 90/10) It was a very rewarding experience.
I am not in HR or in management but I am an employee. And when working for a company I know I was always more motivated when my superiors were always involved in what I was working on and giving me good feedback. I was always more eager to please an employer when I got praise for the work I was doing. So the more positive feedback I got the more positive work I gave. I can't answer the other part of your question, but I know that's what motivated me to work more, other than a raise.
The most important thing is to build motivation/evaluation system that will be aligned with your strategy (not just taking someone else's KPIs).
So the first thing is to think about your strategic priorities. What does your company need to achieve this year? How are you going to achieve this? I'm talking here about building a proper strategy map, our BSC Designer software is a good choice if you are looking for some automation of the process...This is the best approach to the "evaluation" part (measure what matters, not what you can measure).
As for motivation, here are some metrics that are based on Gallup research regarding engagement and motivation: http://www.bscdesigner.com/facts-and-figures-how-employee-engagement-drives-business-outcomes.htm I believe they are good starting points.
Finally, I like ideas by Kazim Ladimeji, Director of thecareercafe.co.uk that he shared in this article:
Hello Ekta, the key factor in any evaluation process is TRANSPARENCY in order for TRUST to emerge. Without it, any effort would simply make things worst. To learn instantly about how your employees feel you can use the six psychological criteria for fulfilling work (http://sustainablesystemsinternational.org/?page_id=8). Once you have addressed these criteria, you can do a face-toface one-on-one evaluation with your employees.
JC Wandemberg Ph.D.
Gamification is a popular method that is beginning to emerge in team building / motivation. I believe thinking about how to add some "fun" in the evaluation process could be a good way to get everyone involved.
In my opinion you are dealing with two totally separate issues with separate foci and separate outcomes.
The evaluation process inherently looks backward. Typically its usefulness in affecting employee "performance" is soundly based in fear. It is an artifact of the Taylor method of management, which was designed to deal with large-scale Industrial process operations involving assembly lines and unskilled or semiskilled workers. In that system, evaluation was fairly simple, and could be numerically expressed: pieces per hour, number of hours of overtime, number of sick days taken etc. if your number count was too low or too high, you faced sanctions.
Motivation on the other hand looks to future behavior. It should be based upon incentives. Most of them focus on better compensation. Again, having inherited a system that was solely about time and money, we think of this as take-home pay. But to a highly trained mobile and resourceful workforce, the ritual of "Your numbers were successful, here $.17 an hour, don't spend it all in one place" has lost its effectiveness.
In my consultancy I try and orient management around the concept of creating a human and humane workplace. I principally work for and with nonprofits (although these techniques will work in any company). In terms of cash these organizations are usually abjectly limited, therefore, awarding raises which ripple out into future years in an ever-expanding matter are often not an option. I urge them to focus on other issues that can be compensatory to the employee but involve only one time short-term costs to the company: flexible scheduling, the company supporting their career growth through education, working from home, results only focus on their work, and a commitment to an interactive workplace between employee and supervisor.
For example to a parent who is a scheduled hourly worker is probably going to be better "motivated" by letting them disappear for a couple hours in the middle of the day to see a school play and make up the time at the beginning or end of the week than they are by an hourly increase that will, in terms of the weekly paycheck, just about provide them one more cup of coffee from Starbucks. I already hear the answers out there: "But what about the schedule?" Yes, it will disrupt the schedule, but the next time an illness or a vacation request disrupts the schedule, I'll bet that employee is the first in line to help you out.
Management's guiding principle in order to implement this sort of system should be: "A foolish consistency is the hobgoblin of little minds." Every employee is motivated by different things, so a one-size-fits-all concept of what kind of "compensation" or "evaluation" "motivates" an employee will not do.
I have successfully implemented this several times, one time even in a collectively bargained situation, and have managed to have excellent employee retention, reduced workforce numbers, higher productivity, lower absences, etc. etc. Pick a measure, it improved.
In terms of "evaluation", I'm a strong believer in the "hot stove" method. A hot stove burns you immediately upon touching it. If something extraordinary, either positive or negative, is recognized by management, a conversation regarding that event should be implemented immediately upon management's recognition of the situation. An annual performance review is a massive waste of everyone's time, tells you nothing about what is actually happening at the operating level of the company, and usually alienates everyone involved with it.
You mention "grievance handling". Dealing with an underperforming employee is yet another separate matter from both "evaluation" and "motivation". I have some thoughts on these issues as well if you'd like to contact me to discuss them.
Be polite give increment ,bounce on there performance ,don.t insert any one with front of other any problem call him/her in office and discuss
Hello Exta. You have not said to what extent your employees have been given performance standards to which they may be compared. If your evaluation process is just touoch-feely, subjective (non-objective) opinion pieces, then I can see why senior management produces biased and misleading performance reviews.
Performance reviews in this situation can be very demoralizing, because the reviewee is given very little on which to make changes and improve his performance. His expectation will be that the next review will be the same as the previous, because nothing was set out specifically for improvement.
So if you have not already done it, you must perform a job task analysis on each position. You will then assign performance levels to each of these tasks. You will use this task analysis and related performance levels to create a performance evaluation form for each position. You can include room for comments, and you will certainly want to include instructions for the interviewer.
I would include no less than ten performance related tasks for each position. I recommend a performance level range from one to ten, with one being poor, and ten being exceptional. I am not a fan of "does not meet, meets, or exceeds expectations" However, even this is OK, as long as the expectations are clear. I have seen way too many of these performance reviews where the expectations were clear as mud.
When your staff sees that it's performance is being evaluated objectively on criteria that is shared with them, they will be able to see the target of their efforts. They will be able to see where they are doing fine, and where they need to improve. This goes a long way toward improving motivation.
Senior management will also be more likely to perform timely and objective performance appraisals, because they have a tool to perform the evaluation that may allow a quick "check box" review. While a form with checked boxes is not optimum, it is better than no review or a very poor subjective review.
You might also consider setting the upper and lower twenty percent of the performance levels for each skill as a "mandatory written justification". This may get a middle of the road response from your upper management, without comments, but if they feel strongly about an employee, they will take the time to make the comments. The goal here is to ensure that top performers get recognition and poor performers are shown where they need to improve.