Was tun Sie, wenn Ihre Führungskräfte sich nicht sicher sind, welche Kennzahlen sie bei der Bewertung der Leistung berücksichtigen sollen?

Understand Organizational Goals: Start by gaining a thorough understanding of the organization's overall goals and strategic objectives. What are the key priorities and outcomes that the organization is striving to achieve? Clarify Performance Expectations: Work with executives to clarify performance expectations for different levels of the organization, from individual contributors to senior leaders. What specific outcomes or behaviors are expected from employees to contribute to organizational success?

When defining employees' goals, it's crucial to first grasp the organization's overarching goals and priorities. Engage in dialogue with executives to understand their expectations and concerns regarding performance metrics. Collaborate with them to pinpoint relevant Key Performance Indicators (KPI) that align with the organization's objectives. Consider adopting the balanced scorecard approach, which offers a holistic view by evaluating performance from multiple perspectives (financial, customer, internal processes, learning and growth). Remain mindful that performance metrics may shift over time with changing priorities or emerging challenges. Regularly review chosen metrics and goals to gauge effectiveness and make necessary adjustments.

Performance evaluation is key to the growth and success of the organization, it's employees in general and involved individuals. If it is defined well through SMART goals, synchronized thoroughly and executed vehemently, it can change the face of organization towards faster growth and success.

Initiate a collaborative discussion with the executives to understand their strategic objectives and key priorities. Leverage expertise in HR and performance management to propose a set of metrics aligned with those objectives, ensuring they are specific, measurable, achievable, relevant, and time-bound (SMART). Advocate for a balanced approach that considers both quantitative metrics, such as sales revenue or customer satisfaction scores, and qualitative metrics, such as employee engagement or innovation initiatives. By fostering open communication, providing relevant data insights, and aligning metrics with strategic goals, empower executives to make informed decisions and drive performance improvement effectively.

For me, the first step is to revisit the organization's overall strategic goals. Performance metrics should directly tie back to these goals and objectives. What are the key performance indicators (KPIs) most crucial to achieving your strategic vision? Then recognize that different levels within the organization will have distinct performance objectives. Metrics for executives might focus on long-term growth strategies and financial performance, while those for individual contributors might centre on task completion or customer satisfaction.

People need to be reminded of the fundamentals, what gets measured, gets rewarded. The quick way to get it will be to understand the Org strategic goals and how its supported by depts/workgrps/individuals. Set targets & benchmarks, identify & define KPI & KRA. Ensure data reliability. You'll need to review and align regularly. Communicate & encourage continuous improvement & provide all required support.

A combination of leading and lagging indicators helps balance how progress is shown. Be sure that personal metrics are derived from organizational metrics to drive alignment. Consider adding metrics on "how" work gets done - key behaviors tied to positive company cultural attributes.

If goals are set and targets are defined well through execution quantities and qualities, progress can be measured accordingly. To achieve these, performance metrics with quantity and quality must be synchronized and acted upon well by each individual related to this activity. Close monitoring techniques must be deployed at every stage of performance.

This is a core area where what I say maybe controversial but I truly have seen its fairness and ability to motivate. Metrics should always be lead indicators of competency and attitude never outcome (lag indicator). Metrics should be linear and never step function changes (becomes hopeless). Metrics should never be wishlist. Metrics can never be more than three for any role... (I have seen a 120B companies customer support org having 300+ metrics..Metrics... completely gaming the system).

Ah yes, the infamous, legendary, heartburn-inducing process of identifying metrics. We've all been tortured in meetings where it devolves from a session about "what should we measure" into a session about "how to calm those most anxious about and insistent upon 'KPIs'" (which are even mentioned here!). Here's the trick, which shouldn't be a secret: there's nothing fancy about metrics. They simply track progress and enable (or should enable) open discussions about what needs to change, how, and with who... er, "whom" for those needing the proper objective pronoun (hah hah). If you're having trouble determining the proper metrics (KPIs, OKRs, MBOs, LMNOPs...), it's likely because your goals cannot be properly measured. Start there.

Executives often face the challenge of identifying the right metrics to measure performance. It’s crucial not to let current data limitations dictate which metrics you track. Instead, identify the metrics that best align with your strategic goals. If necessary data isn’t available, take proactive steps to establish or enhance data sources. This might involve investing in new technologies or adjusting existing processes to gather relevant data. By ensuring that your metrics truly reflect your objectives, you empower your organization to make informed, impactful decisions. Remember, in the age of data-driven management, the right metrics are worth the investment.

(psst! and make sure you are looking to data sources that are external to your organization also: vendor reports, customer surveys, partner success... Your performance is largely based on what is happening outside of your organization, yet too many orgs still look to the inside... sure, that's easier, but only gives you a part of what you need to track re: performance)

Acompanhar os indicadores organizacionais, podem ajudar na análise das tendências e também na possibilidade de revisitar o rumo, fazendo ajustes necessários para que, ao final do período, os objetivos sejam alcançados.

This is a very penultimate step in understanding performance and making data-based decision. What have been primarily helpful to me is forstly determining your performance indicator of focus. It is helpful to work with an attainment calculator to conduct a SWOT analysis of your performance. I'd recommend this be done on very regular cadences.

one things I've found helpful is to categorize personnel before determining KPIs. In this way, we define KPI for people who have a quantitative performance and OKR for those who have a qualitative performance.

Incorporating qualitative measures into performance evaluations allows organizations to gain a deeper understanding of employees' contributions and capabilities. This involves integrating qualitative assessments into formal performance review processes, providing managers and employees with the opportunity to explore achievements, challenges, and developmental goals. It includes assessing the quality and impact of employees' contributions to projects, initiatives, or campaigns, taking into account factors like creativity, resourcefulness, attention to detail, and client satisfaction to assess qualitative performance.

Qualitative measures are the key factors to ensure quality of product outcome with sustained performance. This process involves quality of planning, resources, execution at measurable platform. No hypothesis or any 'if and but' should be allowed during the execution process. If a change in matrix is required, it should be done through a well thought deliberations and consented decisions.

Regular reviews with defined standards and on going process requirements, are must to be done to ascertain best quality and desired quantity of outcome. Any deviation must be forecasted and attended within time in hand.

This is so critical and the one piece that many executives become quite fixated on. "We can't properly trend our metrics if we are changing them." Um... okaaaayyy... but there's no point in trending them (which can be quite expensive time-wise and literal cost-wise) if they are irrelevant. It also means a potential lack of alignment or belief in the goals (and metrics!) from your employees, leading to reduced engagement internally and a likely reduction in quality externally... not to mention a miss in how you could recognize and reward your employees, whether in for-profit or non-profit organizations. Typically reward and recognition programs are based on performance.

Revisitar os indicadores e os caminhos traçados para alcançar os objetivos de negócio são fundamentais para viabilizar os resultados almejados.

Performace appraisal is one of critical thing in employee life cycle bcz it evaluate employee skills & talent in respect of assigned tasks & metrics and also impacting his further growth in organisation. Below are some critical steps require for evaluation & metrics consideration as: 1. Assign tasks metrics aligning company vision & expectation from the business. 2. Prioritize these metrics as per business requirement & priority of factory goals. 3. Put %marking for each metrics equivalent to 100% summation. Also give scale of performance achievement for each metrics goals for better understanding. 4. Monthly review & feedback system for evaluation of marks & can give extra margin score for some outstanding works in other areas also.

Regular touch points with team and understanding the road map with strategic thoughts helps strongly to align goals. Intermittent guidance and feedback on improvements will surely enhance confidence and also will result in a positive outcome.

When executives are unsure about which metrics to consider, I'd start by understanding their goals and the aspects of performance they value most. Then, I'd suggest a collaborative process to identify and prioritize key metrics aligned with those goals. It's crucial to ensure these metrics are meaningful, measurable, and relevant to the organization's objectives.

If I don't know where & when I am going I will never arrive. It's A Leaders job to ensure the right path with Achievable & Realistic Milestones are set for teams & they know on what aspects of evaluation their performance will be judged on. A candid conversation between the lead & team members is a must on What is the expectation, what are the realistic timelines, what are Key Deliverables & key Measurement Criterias for the success of any project .Teams will have right directions & will be able to deliver more happily.

Trabalho anualmente com planos de ação em linha com as estratégias organizacionais. Tão importante quanto definir métricas e acompanhá-las é unir seu time para uma mesma direção, compartilhando a importância do resultado da área para o fortalecimento da marca e os objetivos do negócio.