WORKING FOR THE FUTURE (1): MEASURING PERFORMANCE
Identifying new challenges for an established team is one of the most exciting aspects of teamwork. Use appropriate techniques to drive the team forwards bigger and better targets.
If something cannot be measured, it cannot be improved upon. Define individual and team standards – that they always meet deadlines, for instance – to give a targeted objective by which performance can be judged,
Choosing Measures
Every team effort contains some elements that can be measured by performance. Look for wide-ranging measures when analyzing performance. Measure those standards whose improvement will ensure real economic benefits. For instance, if a call- center team is measured only by the number of calls handled per hour the quality of response may suffer. Setting a quota of calls per hour and a waiting-time target, monitoring a percentage of calls, and surveying customer satisfaction by making follow-up calls will be a more effective way of raising team performance.
Assessing Results
Teamwork can benefit from having performance measured by the team members themselves. They can generally be trusted to assess their own achievement levels accurately and understand the implications. Make sure that the data used is robust – that is, any measures you are assessing are meaningful and accurate. Input data on the appropriate computer software to save time and interpret the results effectively. Also, use independent outside assessors if you need specific facts, such as comparative market shares of products in competition with your own.
MEASURING STAFF PERFORMANCE
| WHO TO MEASURE | ASPECTS TO MEASURE |
| WHOLE TEAMMeasure the progress of the whole team against the project objectives, schedules, and budgets. | Finance: Actual expenditure; profit versus forecasts.Time: Physical output and tasks achieved versus schedule.Quality: Accuracy; customer satisfaction.Development: investment in teamwork; technical skills. |
| LEADERMeasure the effectiveness of the team leader in providing support and direction to the team. | Control: Achievement of results as planned or budgetedUpward Appraisal: Performance as rated by team.Downward Appraisal: Performance as rated by superiors.Morale: rating by team members, customers, or suppliers. |
| SUB-GROUPEvaluate the effectiveness of each sub-group within the main team in meeting the set objectives. | Targets: Actual results versus objectives.Quality: Level as assessed by internal customersCustomer: Performance as assessed by external customers.Improvement: Plans for better results in future. |
| TEAM MEMBERSAssess the contribution of each individual to the achievement of the objectives of the team. | Output: Performance against targets.Appraisal: Rating by superiors, colleague, and customers.Self-appraisal: Own rating as individual and team member.Added value: Contribution outside specific, defined duties. |
TIPS
- Tell each member of a team which measurements set the standards.
- Ensure that all improvements and new targets are maintained.
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