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In
today’s fast-paced work environment, sometimes it’s hard to keep
one’s eye on the ball. Customer needs change, market priorities shift,
new technologies bring changed work processes, or top management changes
its mind. For whatever reason, employees may not be sure how to succeed
in their jobs any more.
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Good management
practices suggest that people need to know how their performance will
be measured. And, after all, it’s workers’ performance that drives
value for customers. Today more than ever, employees want to be know they
are being treated objectively and fairly. |
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More and
more organizations are adopting “competency-based” human resources
practices. This means:
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Selection
tools identify candidates who have the capability to do the job |
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Training
is performance-driven and its effectiveness measured by results (not
“hours of training delivered”) |
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Performance
improvement efforts (coaching, corrective action, performance
reviews) are based upon underlying job competencies |
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Employee
rewards are based both on actual results delivered and on an
employee’s capacity to deliver increased results over time. |
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The common
element in all these tools is the underlying definition of what
constitutes excellent performance. With increased demands for equal
treatment and fairness in employment practices, having performance-based
tools that are validated is critical. |
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Inflection
Points has the expertise to identify competency requirements and design
tools to meet your specific requirements. |
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Example:
recently a food manufacturer wanted to raise the standard for its
frontline supervisors. They already had behaviorally-based job
descriptions, but they wanted to use those as the foundation for a 360º
multi-rater survey. The challenge was that employees who were non-native
speakers of English would now be rating the supervisors. How could the
instrument be made understandable to that employee population? Would
supervisors believe that employees were giving them accurate feedback? |
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Solution:
Inflection Points created a simple, easy-to-read survey that used
results-based concepts, but did so at a fourth-grade reading level. The
survey format was designed to look more like a colorful workbook than a
“test.” And before the instrument was used, supervisors were asked to
review the tool to ensure it fairly represented what was expected of them
and that their employees would understand what was being asked. |
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Knowing what
defines successful performance creates an “inflection point” – an
opportunity to improve. Having a way accurately to measure performance
helps the whole organization attain better results for customers
while elevating its internal management practices. |
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