Measuring Performance Improvement

Performance is simply a measure of achieved results. Performance improvement can be a mere mathematical equation that could take into account performance efficiency and the ratio between effort expended and results achieved. That is simple, achievable and usable when measuring employee improvement. If that is the case, there are three parts – employee input, cost output and project outcome

Whenever there is going to be a measurement on performance improvement, the employees must know and understand clearly the specs on the project, what is expected of them and how their performance improvement will be measured. Clarity is important in the communication between managers and employees. It only takes one time of forgetting what you were told and a manager or supervisor’s creditability is undermined. Let the employees know one-third of the success of this project rests on their shoulders and how they perform. The employee or staff will also impact the other two-thirds.

Employee Input

When presenting this equation to the employees, it is important to clarify to them that their “input” is one-third of the success of the project. That is how their improvement will be measured from project to project. The manager has to understand if the performance improvement is going to be accurately measured, he or she will have to keep a finger on the pulse of the project from start to finish.

Cost Output

The second third of the equation is that of cost output. You might feel as though the cost is set and can’t be changed. However, this isn’t true. An employee can add to the cost of the project because of errors and elements of the project that need to be done again. The performance improvement of the employee can also be measured by the cost output because they have control of the cost to a degree.

Project Outcome

The third portion is the project outcome. This is another piece to the puzzle of the measure of performance improvement. If you have an employee under performance surveillance during a project, it is another way you can monitor the employee’s performance improvement throughout. At the end of the project, there will be a team performance feedback time, but there should be a separate performance evaluation for any employee who has been on a one-on-one performance surveillance.

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