Pub. 2 2020 Issue 8

14 | HOMETOWN BANKER | HOMETOWNBANKER.ORG SEEING IS BELIEVING… OR IS IT? L et’s start today with a short quiz. If you could take out a freshly sharpened No. 2 pencil, we can begin. Q1: Employee A leaves Chicago at 8:00 a.m., heading west. Employee B is wearing blue socks and leaves New York City at — Oops. I’m sorry, I took a short diversion down the standardized testing lane. Let’s try that again. Q1 (take two): Employee A comes in at the crack of dawn each day and doesn’t leave until everyone else is gone. This employee never leaves early and hasn’t taken a sick day in five years. Employee B works a modified schedule. This employee drops the kids off at day care in the morning and picks them up at the end of the day. They are usually the last to arrive in the morning and the first to leave. Some days, this employee leaves early to attend a school function or a sports game. From time to time, this employee works from home because one of the kids is sick. Pencils down. Which is the better employee? Employee A or Employee B? Employee A is there all the time, so Employee A must be a better employee, right? I’m guessing my little quiz here hasn’t really fooled you. The answer to which employee is “better,” honestly, is “we can’t tell from the information provided here.” While “presence” at work is easy to see (and, if we’re not careful, easy to believe), you don’t hire employees just to “be there.” You hire them to serve your customers; to work efficiently and accurately; to contribute and deliver results. So, to truly measure how your employees are performing and maximize results, you need to have clearly defined position-appropriate performance indicators and performance factors against which to gauge, you guessed it, their performance. You need to have a process to communicate expectations and provide regular feedback regarding performance in comparison to those defined goals and expectations. Common performance measures include quality and quantity of work, job knowledge, communication skills, interpersonal skills, relationship building, sales, teamwork, productivity, compliance, decision-making and problem-solving skills. But what about position-specific goals and objectives? What should those look like? You can figure that out by answering a couple of key questions: Why does this role exist? And what results and outcomes are expected? By Karen DiGioia, Mosteller

RkJQdWJsaXNoZXIy OTM0Njg2