Performance Evaluation

Manila Bulletin, January 10, 2009 | Go to article overview

Performance Evaluation


THE governance scorecard system that the OSM manages in order to assist in the oversight of strategy execution extends to every employee. Since at the level of each employee, initiatives, measures, and targets are specified, in the process of bringing alignment with the demands of the strategy maps down to the level of every individual in the organization, these should form an integral part of that system. Thus, the governance scorecard system does not stop with departments and units. It reaches down to every employee.

This system enables the performance of every employee to be evaluated regularly - indeed at every assessment period - on the basis of the measures and targets specified. Every employee has a set of specific targets to meet. Moreover, between the unit head or immediate supervisor and employee there had been pre-agreement on a set of measures as the quantitative indicators for tracking the progress of every employee towards contributing to the attainment of the unit targets.

The unit - and the OSM as well - should know during each assessment period where every employee stands in relation to the targets he or she may have committed to attain. Moreover, there is a measure of performance for every employee. Presumably, such a measure is objective, in part because it is numerical; moreover, it is suited to the specific demands upon every employee in view of the specific tasks they carry out on a day-to-day basis. It is altogether feasible to connect these individual measures and targets with the traditional performance evaluation system that applies also to every employee also. In the beginning, both systems may differ. Over time, they should converge, up to the point where they are fully synchronized and possibly even unified with each other.

The governance scorecard system, brought down to the level of every employee, however, has a distinct advantage. …

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