The performance review might not be something that employers and employees look forward to with excitement, but this type of assessment still prove to be a useful appraisal tool. Ninety-one percent of respondents thought that formal evaluations are valuable in improving job performance, according to a recent OfficeTeam survey of human resource managers.
Their confidence is perhaps testament to the investment they put into this type of measurement. Sixty percent reported that they conduct these performance review meetings once a year, while 18 percent said they conduct reviews at least two to four times a year. Only 5 percent said they never conducted this type of assessment.
OfficeTeam offers tips for making performance reviews successful such as employees asking their managers for a copy of their assessment forms to seek clarification on any points of doubt; making review meetings a two-way conversation between employer and employee, especially in the form of sharing ideas for improvement; having employees showcase their accomplishments both as a reminder to themselves as well as their supervisors; and providing follow through on goals for the sake of accountability and progress.
The survey was based on phone interviews with more than 500 HR managers at companies with 20 or more employees.
Showing posts with label measurement and evaluation. Show all posts
Showing posts with label measurement and evaluation. Show all posts
Friday, May 28, 2010
Wednesday, August 05, 2009
Measuring What Really Matters
Training is an investment. If your organization is investing money in workplace training, then training and development should be treated like any other investment—goals need to be aligned with business strategies, and accountability needs to be measured.
The recession has magnified the need for accountability. Learning professionals need to show how learning affects corporate performance by speaking the language of business when communicating the value of learning to executives, and by identifying ways in which the learning function supports the organization’s goals.
It is critical that professionals know what to measure, how to measure it, and how to present the results to the rest of the business. This includes understanding the business, the needs of employees, and how the training strategy links to business results.
To help learning maintain credibility, learning executives must think about results, measures, metrics, and analytics when designing and delivering workplace training programs. It is time to start delivering the data that executives demand, because if you fail to prove value, learning programs may be perceived as a waste of time and money.
Read Jack and Patty Phillips' article in this month's T+D.
Training is an investment. If your organization is investing money in workplace training, then training and development should be treated like any other investment—goals need to be aligned with business strategies, and accountability needs to be measured.
The recession has magnified the need for accountability. Learning professionals need to show how learning affects corporate performance by speaking the language of business when communicating the value of learning to executives, and by identifying ways in which the learning function supports the organization’s goals.
It is critical that professionals know what to measure, how to measure it, and how to present the results to the rest of the business. This includes understanding the business, the needs of employees, and how the training strategy links to business results.
To help learning maintain credibility, learning executives must think about results, measures, metrics, and analytics when designing and delivering workplace training programs. It is time to start delivering the data that executives demand, because if you fail to prove value, learning programs may be perceived as a waste of time and money.
Read Jack and Patty Phillips' article in this month's T+D.
Subscribe to:
Posts (Atom)