Measure and Evaluate Flexible Work Arrangements

In order to fully evaluate the impact of performance management it is necessary to undertake, where possible, a quantitative assessment of their impact and assign calculable values. The following provide some simple ideas on how performance management systems might be assessed:

Employee - Skill appraisal involvement e.g.

% employees involved in a review of their future skill requirements. This measure assesses whether employees are involved in reviewing their future skill requirements. Employee involvement can be important in not only correctly identifying their future skill requirement but also in terms of gaining their commitment to future training.

Employee - Performance appraisal e.g.

Average no. of performance appraisals per person per annum. This measure assesses the level of deployment of performance appraisals.

Employee - Performance review e.g.

% of employees reviewed within a formal performance review process. This measure indicates the extent to which an organisation focuses on employee development and satisfaction and general workforce effectiveness. Employee performance levels are needed to enable a full analysis of workforce flexibility and preparedness, and are needed before decisions on training or development programs can be made.

360 degree appraisal e.g.

% of employees involved in providing feedback on peers and line managers.  This measure provides an indication of the extent to which employee performance appraisals take account of feedback from peers, subordinates, and superiors.

Employee pay - Performance linked e.g.

% of employees whose pay is linked to assessed personal performance. This measure can provide an input to the analysis of employee satisfaction and can be linked to a employee training and development program.

Performance measures - Review, employee involvement e.g.

Proportion of staff to management, or % of staff, involved in the review of performance measures used. This measure provides an indication of how much importance is placed on employee input in relation to the performance measures in use.

Employee variable pay - Provision e.g.

% of total sales allocated to bonus or performance related reward or
% of pre or post tax profits allocated to bonus or performance related reward or
% of pay allocated to bonus or performance related reward. This measure can provide an input to the strategic decisions regarding variable pay levels. Could segment among employee levels / types

Performance - Communication frequency e.g.

Frequency of communication of performance results to employees. This measure assesses how often data to support decision making and to inform employees is communicated. Employees need to be able to track the organisation's performance if they are to have effective input to influence this performance and work together towards fulfilling the organisation's objectives.

Employee job description – Review e.g.

Frequency of review of employee job descriptions. This measure provides an indication of how official job descriptions are kept up to date with changes in employee practices, skill sets, training and development programs and performance reviews

Training - Employee e.g.

% of managers or employees who have been on training courses in the last year.  This measure forms an assessment of whether or not managers and employees are continuing to refresh and improve their skills. This measure could be designed to assess whether managers and employees have attended specific types of training course e.g. on performance excellence or personal development skills. 

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