Q&A: How Do We Assess the Performance of Individual Employees Who Work on Teams?
Harvinderjit Kaur
| How Do We Assess the Performance of Individual Employees Who Work on Teams? | |
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How do we assess the performance of individual employees who mostly work on teams? While designing our performance management system, the goal is to link each employee's individual performance with his or her annual reward. But we're having trouble applying a useful measure to determine an individual's contributions.
— No "I" in Team, HR executive, software/systems, Bangalore |
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"Team" is one of the most widely misused and misunderstood terms in business. Some people use it to describe a tightly integrated group of people who are self-motivated and self-led. If your team is organized in this manner, presumably it's because the work of its members is highly interdependent, thus making it impractical for members to operate independently. Others use the term to refer to any group of people working in a common function or department. If individuals do not depend on one another totally, they probably should not be regarded as a team. If, however, they indeed function as interdependent members of a group, evaluate them as such and reward them according to the success of the whole group. What do you do if you wish to reward one or more exceptional members? Some team-based organizations find it effective to allow the members themselves to determine how much of a reward should be distributed to exceptional teammates. These rewards should be considerably less than those distributed to the team as a whole to avoid undermining the team structure. To assist team members in the reward-allocation process, you might help them develop meaningful criteria and parameters, such as the following:
[SOURCE: Kevin Herring,
Ascent Management Consulting, Oro Valley, Arizona, February 13, 2007.]
Regards,
Harvinder
|
mphcoach
down so often.
Of course every team is made up of a bunch of individuals, otherwise
how could the team function well. It's the combination of a number of
quality, different skills of individuals that makes a great team.
Each of them with particular qualities and consequent demands placed
on them to meet the overall goal. It's the quality of leadership and
management that ensures everyone delivers.
Fact (SMART) based goals per individual with an open communication
quality about the team ('we regularly meet to ensure the project is on
track'), ensures the bigger picture is delivered too.
Regards
Martin Haworth
http://www.HowToLandYourDreamJob.com
On 5 Mar, 21:22, "Harvinderjit Kaur" <harvinder...@gmail.com> wrote:
> *How Do We Assess the Performance of Individual Employees Who Work on
> Teams? * *How do we assess the performance of individual employees who
> mostly work on teams? While designing our performance management system, the
> goal is to link each employee's individual performance with his or her
> annual reward. But we're having trouble applying a useful measure to
> determine an individual's contributions. *
>
> *- No "I" in Team, HR executive, software/systems, Bangalore*
>
> "Team" is one of the most widely misused and misunderstood terms in
> business. Some people use it to describe a tightly integrated group of
> people who are self-motivated and self-led. If your team is organized in
> this manner, presumably it's because the work of its members is highly
> interdependent, thus making it impractical for members to operate
> independently.
>
> Others use the term to refer to any group of people working in a common
> function or department. If individuals do not depend on one another totally,
> they probably should not be regarded as a team. If, however, they indeed
> function as interdependent members of a group, evaluate them as such and
> reward them according to the success of the whole group.
>
> What do you do if you wish to reward one or more exceptional members? Some
> team-based organizations find it effective to allow the members themselves
> to determine how much of a reward should be distributed to exceptional
> teammates. These rewards should be considerably less than those distributed
> to the team as a whole to avoid undermining the team structure. To assist
> team members in the reward-allocation process, you might help them develop
> meaningful criteria and parameters, such as the following:
>
> -
>
> Individual rewards, if any, are determined only after team rewards
> have been established.
> -
>
> No equal distribution of funds to all team members. Each team member
> evaluates fellow team members' contributions according to established and
> agreed-upon factors, such as superior effort, drive and results,
> breakthrough thinking, leadership and collaboration.
> -
>
> Team members must all agree on how much and to whom individual rewards
> are distributed-no agreement equals no reward. If no single team member's
> contributions stand out above that of other members, no individual reward
> should be distributed.
> -
>
> If you haven't fully migrated to an integrated team structure, focus
> on changing the culture first, then address the reward system. Absent a team
> culture, problems associated with your reward system likely will become an
> unnecessary distraction, if not an outright nuisance. This is easily avoided
> with a supportive culture.
>
> **
> *[SOURCE:* Kevin Herring, Ascent Management
> Consulting,<http://email.workforceonline.com/cgi-bin2/DM/y/huNh0MaJh70CK70CpSG0E6>