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What are some of the common measures used in staffing

A positive and supportive work environment An effective performance management system will: When developing a new performance management process, an organization can strike up a committee made up of employees, managers and board members to increase buy-in, understanding and support for the process. Whether you are introducing a new performance management system or if you are modifying an existing process, it is critical that you communicate the purpose and the steps in the performance management process to employees before it is implemented.

Also remember to review your new performance management system after the first year and make adjustments as necessary. The performance management cycle There is much more to performance management than the annual performance review meeting. As mentioned in the introduction, performance management is a continuous process of planning, monitoring and reviewing employee performance. Phase 1 — Plan The planning phase is a collaborative effort involving both managers and employees during which they will: If the employee has taken on new responsibilities or the job has changed significantly, the job description should be updated.

  • A backup candidate selection should be made, as well;
  • Qualified candidates are informed of next steps beginning with a screening interview;
  • What is a valid measure of good client service?
  • Create a job description The agreed-upon job requirements form the basis for the job description;
  • Conduct monitoring visits to the drop-in centre on a monthly basis to assess the performance of the five volunteers against the plans and objectives that were developed with them.

Develop a work plan that outlines the tasks or deliverables to be completed, expected results and measures or standards that will be used to evaluate performance. Identify three to five areas that will be key performance objectives for the year. The choice of areas may be determined by the organization's strategic plan, by the employee's desire to improve outcomes in a certain part of their job, or by a need to emphasize a particular aspect of the job at this time.

Keeping the Right People

These are objectives that are critical to the overall success of the position. Identify training objectives that will help the employee grow his or her skills, knowledge, and competencies related to their work.

Identify career development objectives that can be part of longer-term career planning. Both the employee and manager need to sign off on the proposed work assessment plan. A copy of the plan should be given to the employee and another should be kept in his or her confidential personnel folder. Setting objectives and measurements Often the most difficult part of the planning phase is finding appropriate and clear language to describe the performance objectives and measures or indicators of success.

Managers need to ensure that the objectives are a good representation of the full range of duties carried out by the employee, especially those everyday tasks that can take time but are often overlooked as significant accomplishments. What is a valid measure of good client service?

If the measure used only considers the number of clients served i. Assessing both "what" and "how" would be a more valid measure for good customer service. To assess quality of information provided, the supervisor could do spot checks to listen to or look at the information that the employee provides to clients. The supervisor would then assess accuracy and completeness of the information. Objectives and indicators need to be SMART Specific Specify clearly what is to be done, when it is to be done, who is to accomplish it and how much is to be accomplished.

Measurable Ask questions such as: How will I know when it is accomplished?

Hiring Process Steps

Multiple measures should be used if possible, for example, quantity, quality, time frame and cost. Attainable Assure there is reasonable path to achievement and feasible odds that you will get there. Realistic The objective needs should match the level of complexity with the employee's experience and capability and no insurmountable forces outside the control of the employee should hinder its accomplishment.

Time-bound Be clear about the time frame in which performance objectives are to be achieved.

  1. It's important to do this when an issue first arises - before it escalates into a significant problem. The candidate may agree and sign, initiate negotiations typically focusing on salary , or turn down the offer.
  2. These are objectives that are critical to the overall success of the position. Some organizations also check social media accounts Facebook, Twitter, etc.
  3. Phase 1 — Plan The planning phase is a collaborative effort involving both managers and employees during which they will. Multiple measures should be used if possible, for example, quantity, quality, time frame and cost.
  4. As mentioned in the introduction, performance management is a continuous process of planning, monitoring and reviewing employee performance. Phase 1 — Plan The planning phase is a collaborative effort involving both managers and employees during which they will.

In most cases, objectives are to be completed by the end of the performance review period. For an employee who is responsible for supervising volunteers at a drop-in centre for youth.

Conduct monitoring visits to the drop-in centre on a monthly basis to assess the performance of the five volunteers against the plans and objectives that were developed with them. Provide written updates on the work of the volunteers to the Program Manager on a quarterly basis. Visit the drop-in centre and see how the volunteers are doing. Back to top Phase 2 — Monitor For a performance management system to be effective, employee progress and performance must be continuously monitored.

Monitoring day-to-day performance does not mean watching over every aspect of how employees carry out assigned activities and tasks. Managers should not micro-manage employees, but rather focus their attention on results achieved, as well as individual behaviors and team dynamics affecting the work environment.

Performance Management

During this phase, the employee and manager should meet regularly to: Assess progress towards meeting performance objectives Identify any barriers that may prevent the employee from accomplishing performance objectives and what needs to be done to overcome them Share feedback on progress relative to the goals Identify any changes that may be required to the work plan as a result of a shift in organization priorities or if the employee is required to take on new responsibilities Determine if any extra support is required from the manager or others to assist the employee in achieving his or her objectives Continuous coaching Performance management includes coaching employees to address concerns and issues related to performance so that there is a positive contribution to the organization.

Coaching means providing direction, guidance, and support as required on assigned activities and tasks. As a coach, managers need to recognize strengths and weaknesses of employees and work with employees to identify opportunities and methods to maximize strengths and improve weak areas. The role of the coach is to demonstrate skills and to give the employee feed back, and reassurance while he or she practices new skills.

Good listening skills on the part of the coach, together with the ability to deliver honest feedback, are crucial.

  1. Post and promote job openings The job listing should be advertised internally so current employees can apply and make referrals. Some organizations also require applicants to take tests or complete assignments to demonstrate professional skills applicable to the open position.
  2. By investing in a thorough and detailed hiring process, a hiring staff can make the right decisions and bring in talented professionals who will help the company grow.
  3. If the measure used only considers the number of clients served i. The performance management cycle There is much more to performance management than the annual performance review meeting.
  4. Post and promote job openings The job listing should be advertised internally so current employees can apply and make referrals. Listen Have the employee describe the situation from their perspective and provide an explanation.

In a coaching role, you are not expected to have all the answers. The strategic power of any coaching dialogue lies primarily in the coach's ability to ask the right questions. Providing feedback Positive feedback involves telling someone about good performance. Make this feedback timely, specific and frequent. Recognition for effective performance is a powerful motivator. Constructive feedback alerts an individual to an area in which performance could improve.

It is descriptive and should always be directed to the action, not the person. Often, it is the positive and supportive feedback that is most readily and easily shared, while finding the right way to provide constructive feedback to address a particular performance issue can be more daunting.

If an employee is not meeting performance expectations, managers need to provide constructive and honest feedback. It's important to do this when an issue first arises - before it escalates into a significant problem.

  • A copy of the plan should be given to the employee and another should be kept in his or her confidential personnel folder;
  • For an employee who is responsible for supervising volunteers at a drop-in centre for youth;
  • Make this feedback timely, specific and frequent;
  • Attainable Assure there is reasonable path to achievement and feasible odds that you will get there;
  • Objectives and indicators need to be SMART Specific Specify clearly what is to be done, when it is to be done, who is to accomplish it and how much is to be accomplished.

Here are a few points to consider when giving constructive feedback: It does not address the performance issue effectively. When you arrived late for the staff meeting, you missed an important discussion about our new fundraising campaign.

Listen Have the employee describe the situation from their perspective and provide an explanation. Be open to any new insights that may arise. Respond to denial, blaming of others, etc. If you alter what is required of one employee i. Agree on an action plan Ask the employee for their suggestions for addressing the issue and offer your suggestions if necessary Agree on a specific plan of action: