Key principles related to the design and implementation of an effective Employee Assessment System part 3/3

In today's article, we are finishing our series of employee assessments. With this entry, I think we will cover the whole issue by creating a very helpful map of how to navigate by creating employee evaluation questionnaires so as to get from your employees what is "squeaking in the grass" while leaving a taste of team motivation.

Rule 7 - Remember that a professional Employee Evaluation System is characterized by diversity, creating the possibility of comprehensive and comprehensive assessment.

When designing the assessment system, it is necessary to decide who is responsible for conducting the assessment, the choice being between being limited to one assessor and the so-called 360 degree assessment. In a professional appraisal system, an employee is not subject only to one appraisal made by his superior, who in such a situation transforms into an oracle, a judge and a prosecutor in one person. A professional grading system proposes a variety and multiplicity of grades, and it can take the form of an evaluation carried out by a direct superior, evaluation by another superior (e.g. from special tasks), evaluation of co-colleagues and team members, evaluation by subordinates, if the employee is a manager, evaluation specialists from the Human Resources Department, external customer assessment or self-assessment.

Principle 8 - Ensure that the assessors have the appropriate competence to carry out the correct assessment.

Due to the fact that the assessor has a lot of responsibility, those deciding about the choice of assessors should consider whether the candidates for the assessor have the skills to perform the assessment, they know the criteria and principles of conducting the evaluation, the more so that incompetence in this area can cause damage, given that the assessors often decide on the fate of the evaluator. Assessors should also be able to use the assessment system to develop development programs, as well as have "moral qualifications" for assessment (objectivity, fairness, etc.) and should be aware and avoid common assessment errors during the assessment. The key in the efficient process of employee evaluation is the avoidance by the evaluators of tendencies to simplified perception (unconscious use of techniques that allow for a quick, though not always accurate assessment, the use of stereotypes that affect the selectivity of perception, memory, bias in the interpretation of phenomena and behaviors, propensity to maintaining the once formed assessment), the tendency to positive assessment (resulting from the fact that most people positively assess persons similar to them or from a social group with which they identify themselves, thus constituting the basis for a better or milder assessment) and a tendency to increasing similarities or differences (assigning people their own characteristics or motivations, which leads to false mutual similarity; increasing the differences between the rated and the assessor, in order to maintain their own distinctiveness as the assessor).

Let's sum it all up ...

An effectively planned and implemented Employee Evaluation System is a good starting point for rational training planning, setting career paths and promotions (efficient implementation of personnel development substrategy), developing a bonus system as well as recruitment and selection. As a result, the company can grow in a controlled manner in the direction desired by management. The data collected in the evaluation process can also be viewed as valuable information about the company's condition: its expansion possibilities, new products creation and provision of new services, or its possibilities of surviving in the conditions of market competition. Of course, one should not forget that the company's condition is also determined by other factors not related to human resources. Periodic, systematic job evaluation is also useful for the employees themselves. Feedback on your own work motivates you to develop, acquire new skills and gain new qualifications. The lack of such information makes it difficult, and sometimes even impossible, to adapt behavior to the expectations and requirements of the supervisor, because the employee rarely sees the need for such a change.