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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
Timeliness
  • 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.
  • http://www.orau.gov/pbm/sample/sample.html
  • http://www.som.cranfield.ac.uk/som/cbp/products/catalogue.asp
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.