Self Monitoring System Are Good For Recognition

Self Monitoring System Are Good For Recognition



Self Monitoring Systems Are Good for​ Recognition
Performance Management is​ coming under critical fire because the​ complexity of​ some of​ the​ processes is​ beginning to​ over-ride the​ fundamental principles .​
However, as​ Hogan Armstrong knows, elements of​ Performance Management work well for​ both employees and​ managers .​
Hogan is​ an​ IT Service Engineer for​ a​ large multinational organization .​
He spends the​ majority of​ his working life away from his home office but his Self-Monitoring System lets both him and​ his manager know how he is​ performing.
Any personal objective important enough to​ be included in​ a​ performance plan should be measurable in​ one way or​ another .​
One of​ Hogan's principal objectives is:
To follow up each service call after two working days to​ check system functionality and​ customer satisfaction .​
Where problems are revealed, I​ will take responsibility for​ immediately reporting the​ fault and​ initiating a​ remedy within 24 hours.
This can be tracked objectively and​ simply .​
Hogan keeps a​ register of​ service calls, customer follow-up calls and​ Emails on the​ network that he can refer to​ and​ update .​
His manager also has access to​ the​ file at​ any time .​
Although some organizations have sophisticated Customer Relations Databases that contain this information and​ even flag up calls to​ be made each day, a​ simple paper system or​ spreadsheet can work just as​ effectively.
The main guideline here is​ that these objectives are agreed and​ so your team-members ought to​ be motivated to​ monitor their own progress throughout the​ year .​
If objectives are important, which they should be, there ought to​ be a​ Self-Monitoring System for​ each objective that makes up-to-date information easily available to​ whoever needs it​ in​ the​ organization.
In companies where Performance Management is​ well established, individuals and​ teams take great pride in​ displaying their Self-Monitoring Systems .​
To them it​ is​ a​ form of​ publicity .​
If we are good at​ what we do, then everyone should know and​ there is​ more chance of​ us being recognized as​ key contributors to​ the​ organizational goals.
In one clothing manufacturer's buying department, they were suffering from greater than average sickness absence .​
The manager knew this but the​ buying team was not aware that it​ was a​ problem .​
Now, because the​ manager recognized that sickness absence and​ managing the​ workload around this was his responsibility, he undertook to​ display a​ measure of​ lost days for​ his department .​
The chart simply had an​ anonymous line graph showing the​ number of​ days per week lost to​ sickness .​
Two weeks after displaying the​ chart, keeping it​ updated and​ not doing much else, the​ lost days in​ his department reduced to​ zero and​ stayed pretty much that way.
This manager was originally very skeptical about Performance Management .​
After this experience he said Surely if​ you pay attention to​ anything, it​ gets better .​
Absolutely right! and​ by displaying the​ Lost Days chart he was broadcasting to​ his team that sickness absence was a​ key issue for​ him as​ a​ manager .​
Without talking to​ him about it, they changed their behavior and​ helped him to​ meet his objectives.




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