Performance evaluation system – case study

One of the challenges that was introduced to me after joining a large sized organization; was to improve the employees performance evaluation system.

To understand my grounds, I conducted desk review, met with key personnel, and used the data to process a gap analysis, I found that there was only 4 performance evaluation forms utilized for 182 different occupations working within 7 different departments (Finance, HR, Administration, Operations, Business Development, etc..). The forms were allocated against employees grades (ex. Grade 1 to 3 uses template #1, etc..), 80%  were allocated to behavioral competencies, and 20% to an objective (for Staff category only, Skilled and Semi-Skilled workers were evaluated on a list containing their names, employee ID, and score only) .

GAP analysis summary: need for strategy

Research traces  led me to realize:

  • the organization responsibility, structure, accountability were undefined including reporting and information lines, job descriptions, competencies and processes structure matrix were unknown.
  • results of evaluation were not liable (forms were completed by final score without filling specific criteria scores, or bottom to up)
  • objectives assigned to employees were out of SMART order
  • no evidence of performance evaluation added value towards efficiency
  • review of the evaluation results was not apparent
  • no connection to Payroll
  • no proof of relevant performance evaluation policy
  • lacking support towards learning and development
  • no process audits
  • HRM was seen as inferior process in the organization, and HRIS absent on HR department
  • no process training for both sides (supervisor and evaluated employee)
  • no probationary review

The above serious indicators can be looked at as gaps.

Case study

Due to market boom with privileged edge of fewer competitors, the organization was on rising mood, but: strategic approach on group level was absent.

I realized that reaching a realistic target project will be first step towards systematized routine and establish baselines performance; and closing all above deficiencies requires establishing a management system from scratch.

 A project was set up on a complex sequence of actions, plans were established and weighted, resources were changed enhanced and trained, and objectives were tested.

Supported by dedicated management, I was able to establish tailored performance evaluation forms for each occupation having: functional review (against the position responsibilities), customized behavioral review, liability towards H&S risks and environmental aspects, objective, and recommendations.

the organization responsibility, accountability, competencies and processes structure matrix was not established matrix was set up, reviewed and implemented, with reference to organizational structure and process organization method
no job descriptions I established job descriptions for each position, basically meeting international standards
results of evaluation were not liable, many supervisors put in the final score without filling the criteria scores evaluation results achieved liability
objectives that were assigned to employees were out of SMART order I carried out training against objectives protocols, and documented a control procedure
no evidence of performance evaluation added value towards efficiency competencies gaps and efficiency enhancers were realized
review of the results was not apparent I introduced a review procedure of performance evaluation that tests administrative and HR aspects of the process
disappointments in establishing connection to Payroll I was able to link results towards increments, promotions, and bonuses
no proof of relevant performance evaluation policy, and system lacked support towards learning and development I established a policy consisting of flow charts, responsibilities, initiator, reviewer and approval authorities and protocols, communication and recommendations for improvements and promotions, links were installed to promotions , learning and development, H&S and environmental management, probationary review, recruitment, and various HR functions.
 no process audits audit criteria, checklists, and frequency was established
HRIS looked at as inferior process in the organization I established HRIS procedure defining documents owners, retention and disposal, soft and hard copies. Improvements in the used system were initiated and training was provided, boosted with routine check points
there was no process training on both sides (supervisor and evaluated employee) training was provided to all employees against the performance evaluation procedure, supported with planned guidelines communications
lack of probationary review! I established and implemented P.R. system, in harmony with P.E. procedure.

It is worth mentioning that I installed other system enhances prioritizing those with direct interaction with HRM.

Please drop a line or two if you have any comments or inquiries.

By: Tarik Altoubasi Registered & Protected  DUQJ-MUPD-H4ZQ-ISLC

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