Do you know the Best Performance Assessment Model to Apply in your Company? Understand in this article the importance and benefits of each model.
Performance Assessment is a people management tool that aims to analyze the performance of an individual or a group of employees in a given organization.
Due to its importance, it ends up playing a strategic role for the company, as it facilitates the understanding of how much each employee contributes to the business.
It is difficult to determine, in a generic way, which types of Performance Assessment are best suited for each company. This is a decision that will depend on the personnel policy and the characteristics of the positions involved.
However, to make the decision, it is necessary to understand how each of these methodologies works. Interested in improving your knowledge of the subject?
So, keep reading this article! We will explain each performance evaluation model and its main characteristics and in which situations each system is most easily adopted.
How the Professional Performance Assessment Model works
To effectively contribute to the business, the Performance Assessment Model must be seen as a process of identifying, diagnosing and analyzing an employee's behavior during a certain period of time.
From it, it is possible to analyze the professional attitude, technical knowledge and also the relationship established with work partners.
But be aware: the focus of this type of performance appraisal model should be on people's personal and professional promotion and guidance. In other words, one should avoid reprimands or even make the assessment some kind of “guilty hunting”.
Performance Assessment Model: Self-Assessment
Getting to know yourself is one of the most important steps for personal and professional development. If you understand what you do well and what can be improved, you are already halfway to being better, personally and professionally.
As the name shows, in this evaluation format, each professional evaluates his/her own performance, based on some criteria that, of course, must be agreed in advance.
Generally, the person is invited to analyze how their reactions are, how they respond to the managers' demands and their general performance in the exercise of their activities.
One of the advantages of this type of assessment is that the employee is able to actively participate in the process, which is important to validate the results. He can judge your performance and come to a final opinion.
But it is necessary to be aware, since not all people find it easy to participate in this method. It works best with professionals who are already mature. It may not seem like it, but it's not easy to develop self-knowledge.
Those who lead teams know that this is one of the difficulties in correcting any flaws: often, the professional does not even recognize them, cannot identify their strengths and weaknesses.
In terms of application, this system is quite simple. The result is discussed in an interview with immediate leadership. It is time to compare the scales of values and set goals for improvement and development.
Among the advantages provided by this model, we can mention:
Better understanding and clarification between the parties.
Reduction of perception distortions, adjusting them to communication and empathy skills.
Easier orientation of the employee. The evaluator feels more comfortable to provide positive feedback, reinforcing the subject's strengths.
The appraised person has the opportunity to seek clarification, make suggestions and clarify any pending issues with their direct manager.
Whoever decides to adopt this performance evaluation model must be aware of the problems as well. It can disappoint the appraiser or appraisee, triggering incompatibilities due to the difficulty of reaching a consensus.
Be aware: in case the appraiser has a better cultural level, he can still induce or manipulate the appraiser in his judgment.
Performance Assessment Model: Graphical Rating Scales
It is the most used method in companies. It assesses performance through pre-defined indicators, graded by describing performance in a range from poor to exceptional.
For each graduation, there may be examples of expected behaviors to facilitate the observation of the existence or not of the indicator. Allows the elaboration of graphs that will facilitate the evaluation and monitoring of the appraisee's historical performance.
Performance Appraisal Model: Choice and Forced Distribution
It consists of evaluating individuals through descriptive phrases of a certain type of performance in relation to the tasks assigned to them, among which the evaluator is forced to choose the most appropriate one to describe the behavior of the individual.
This model seeks to minimize the subjectivity of the performance evaluation process.
Performance Assessment Model: Field Research
Based on meetings between a performance evaluation specialist from the Human Resources area and each leader, to evaluate the performance of each subordinate, raising the reasons for such performance through analysis of facts and situations.
This method allows for a standardized diagnosis of performance, minimizing the subjectivity of the assessment. It also makes it possible to plan, together with the leader, the professional development of each one.
Performance Assessment Model: Critical Incidents
It focuses on attitudes that represent highly positive performances (success), which must be enhanced and encouraged, or highly negative (failures), which must be corrected through constant guidance.
The model is not concerned with evaluating normal situations. However, to be successful in using this method, it is necessary to constantly record the facts so that they do not go unnoticed.
Performance Appraisal Model: Pair Comparison
Also known as binary comparison, it makes a comparison between the performance of two employees or between the performance of an employee and his team, using factors for this.
It is a very simple and inefficient process, but it becomes very difficult to be carried out the greater the number of people evaluated.
Performance Evaluation Model: Performance Report
Also called written assessment or experience assessment, it is a freer description of the individual's characteristics, strengths, weaknesses, potentialities and dimensions of behavior, among other aspects.
Its disadvantage is that it is difficult to combine or compare the assigned ratings and, therefore, it requires the supplementation of another, more formal method.
Performance Evaluation Model: Evaluation by Results
It is a performance evaluation model based on the comparison between expected and achieved results. It is a practical method, but it depends only on the supervisor's point of view of the performance being evaluated.
Performance Assessment Model: Performance Standards
Also called work standards is when goals are set only by the organization, but they must be communicated to the people who will be evaluated.
Performance Assessment Model: Descriptive Phrases
It is an assessment through behaviors described as ideal or negative. Thus, “yes” is indicated when the employee's behavior corresponds to the described behavior, and “no” when it does not.
It is different from the Choice and forced distribution model in the sense that the choice of sentences is not mandatory.
Performance Assessment Model: Assessment by Objectives
In this case, the team itself evaluates the performance of each member and programs the necessary measures to improve.
It is positive that the team itself becomes responsible for evaluating the performance of the participants and defining the objectives and goals that need to be achieved.
Evaluation by Objectives emerged in the 1950s in the United States as a consequence of Management by Objectives. This evaluation model, in a richer and more complete way, serves three objectives:
Review of achievement of goals or achievement of results.
Depreciation of a person's behavior: the way he accomplishes his goals.
Assessment of potential: estimation of the directions that the employee can take in his/her career within the organization.
Performance Assessment Model: Potential Assessment
With an emphasis on future performance, it identifies the individual's potential that will facilitate the development of tasks and activities that will be assigned to him.
It allows for the identification of talents who are working below their capabilities, providing a basis for the relocation of these people.
Performance Assessment Model: Balanced Scorecard
A system developed by Robert Kaplan and David Norton in the 1990s, it assesses performance from four perspectives: financial, customer, internal processes, and learning and growth.
Strategic objectives are defined for each of the perspectives and tasks to meet the goal in each strategic objective.