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Some Guidelines for Writing Performance Standards. Randy Richards For JITI MBA HR. Standards should. Be objective and written for the position not the person. Explain how well a job should be done.

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standards should
Standards should
  • Be objective and written for the position not the person.
  • Explain how well a job should be done.
  • Be written for the parts of the jobs that are the same and applied to all positions doing that task or function.
  • Be written for acceptable performance capable of being exceeded.
  • Focus on the key duties
general measures
General measures

Quantity: How many

Quality: How Well

Timeliness: How Fast

why bother
Why bother?
  • To make expectations very clear to others.
    • The employee knows what it takes to succeed.
    • Good leaders maintain focus on getting the task completed.
  • To help in discussing the work with employees without getting into “personality”, “attitude”, etc
  • To provide for fair, objective appraisal of employee performance.
  • To give the employee a basis for self-evaluation and self-correction.
  • To include in job descriptions as identifying these as critical factors of performing the job – not just what but how well.
quantity standards
Quantity Standards
  • Quantity addresses how much work is produced
  • Items, tasks, projects completed
    • Customers served
    • Calls answered
    • Wigits out the door
    • Products produced
    • Hours logged
quality standards
Quality Standards
  • Quality refers to accuracy, appearance, usefulness, or effectiveness
  • Accuracy
    • Expressed as a %
  • Consistency with professional protocols, procedural or operations manuals
  • Customer satisfaction
    • Complaint reports
    • Measurements
  • Resource management
    • Cost contained or reduced
    • Material conserved
    • Scrap reduced
    • Personnel retained
    • Space saved or gained
    • Budget adherence
  • Amount Growth
  • Stability maintained
  • Timeliness addresses how quickly, when or by what date the work is produced.
    • Dates
    • Days
    • Hour
    • Shift
    • As needed
    • After, within, by, no later than, as soon as . . .
specific measures
Specific Measures
  • Measures that make up the actual standard
  • To develop specific measure(s):
    • Determine how you would measure the quantity, quality, timeliness.
    • If it can be measured with numbers, clearly define those numbers.
    • If performance only can be described (i.e., observed and verified), clarify who would be the best judge to appraise the work and what factors they would look for.
writing the standard
Writing the standard
  • Acceptable level of performance
  • Desired behaviors or outcomes
  • Measures or verifiers of performance
    • As specific, objective, verifiable as possible
  • Margins for error or degree of perfection required.
    • Expressed in terms of an error rate, percentage of correct results required, etc..
  • Practice with some of ours
may indicate levels
May indicate levels
  • Solid performance consistently fulfills expectations and at times exceeds them.
  • Above expectations performance is consistently beyond expectations.
  • Exceptional performance well exceeds expectations and is consistently outstanding.