Keeping Tabs on Employee Performance: 5 Key Factors to Measure

Keeping Tabs on Employee Performance: 5 Key Factors to Measure
How productive are your employees? Are they meeting your goals and expectations? As a small business owner, it’s imperative to know and understand how your employees are contributing to your business. To do so, you need to be measuring and tracking each employee’s work performance. This doesn’t mean every six months or so. In fact, it’s recommended to continuously keep tabs on employee performance throughout the year. To better measure and evaluate your employees’ performance, we’ve listed 5 factors for you to track throughout the entire year.

Punctuality

One of the easiest ways to measure the performance of an employee is to track when he or she is not at work. If the employee is consistently walking through the door 10-15 minutes late, or frequently misses days, not only are they not performing to their full potential, but also other co-workers performance could be in jeopardy.

Appearance

You’ve issued a dress code to your employees, but are you constantly reminding an individual what is and is not appropriate for work? Chances are this individual is under-performing in your business and could be costing you and your business valuable time.

Quality

How good is the work that is being performed? Does it need several revisions before it is complete? In a sales environment, you may be measuring conversion rates to measure the quality of work output. No matter, tracking the quality of an employee’s work output is a great indicator for measuring employee performance.

Subordination

Are employees adherent to the policies you have in place? Any deviation from company policy may indicate an employee is not meeting his or her performance goals and those goals associated with your small business.

Personal Habits

This factor can vary from employee to employee. Such habits could include gossiping, personal computer use (social networks, email, shopping etc.), frequent breaks, or unruly behavior to coworkers. Such poor habits can deter from optimal work performance. To deter from such behavior, be clear up front on which personal habits are NOT permitted while on the clock.

There are a number of factors to measure when determining whether or not your employees are performing at an optimal level. The key is to regularly take notes throughout the year, so you can keep tabs on work output and effectively take action where needed.

What factors do you consider most important for measuring employee performance? Sound off below on which methods you find most effective!

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Brian Sutter

Brian Sutter

Director of Marketing at Wasp Barcode
Brian Sutter is the Director of Marketing at Wasp, responsible for the development and execution of the company’s marketing strategy. His role encompasses brand management, direct and channel marketing, public relations, advertising, and social media. He also writes and speaks on topics related to helping small business owners grow their business and improve operational efficiency.
Brian Sutter
Brian Sutter
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  • andrea

    I don’t necessarily agree with the first two – if it’s not a face-to-face customer environment, dress code really doesn’t affect performance or sales. Punctuality is a sensitive question but again, in a lot of places it’s not a major issue – unless it’s accompanied with bad quality or not keeping deadline.

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  • http://www.theexecutivesuite.com Warren Rutherford

    Motivating employees, for me, is a positive act. These 5 key factors appear to focus on the assumption that employees are not otherwise motivated to perform. I prefer to work with clients to create a family-like community where employees are motivated primarily out a sense of responsibility to one another and the company (Cornell 2005) so that better workforce alignment may develop. As a first step, ask yourself if you understand and can measure your employees values, motivations, and talents. There’s more to this than meets the eye. I have worked too long with clients who focus on the negatives – and performance suffers. When employees are valued and engaged, it makes a tremendous difference – increased performance and profitability.

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  • http://internalconsistency.com Josh Kuehler

    This list is very appropriate for “keeping tabs” on employees. But would you want your supervisor to keep tabs on you or trust that you make wise decisions? I would echo Warren’s comments above that when employees feel valued (via informal recognition and feeling of accomplishment), you will see improved performance. Keeping tabs sounds a lot like the carrot and stick approach. According to Herzberg’s theory on motivation, focusing on policies is a big source of employee dis-satisfaction, leading to turnover. I would recommend using a competency model and measuring the proficiency or accomplishments within each competency to drive performance. A well aligned competency model can align employees to the organizational strategy and helps set performance expectations. It give employees a framework to self-evaluate their own performance and make adjustments so that their supervisor doesn’t have to keep tabs.

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