An effective employee performs the tasks set by the manager accurately, on time and at no extra cost.
The main indicators (competencies) by which you can evaluate the performance of an employee:
- Responsibility. In starting a difficult business, this is the courage of the initiative, balanced by reasonable caution: before starting a business, weighing your capabilities: can I manage? Will I let you down? In thinking through the case — careful calculation, in execution — commitment, in the final — responsibility for the result. If the deed was not done and negative consequences occurred, the sense of responsibility for the deed manifests itself in the willingness to admit one’s mistakes and to be punished for the consequences that have occurred, or, if necessary, to pay (with time, effort, reputation, and when necessary, with money) for failure.
- Activity. Make an effort to get it done as quickly as possible.
- Punctuality. Always sets reasonable deadlines and keeps within them.
- Initiative. Looks for new approaches and solutions, shows creativity in most situations.
- Analytics. He analyzes the events that have occurred, identifies cause-and-effect relationships, thinks out steps forward, has a systematic, strategic mindset.
- Independence. Searches and finds solutions even for complex and non-standard tasks.
- Efficiency. All actions are built in a single chain to achieve the result. At least 90% of tasks are completed successfully.
- Goodwill. «Sun». From communication with him, the mood improves, partnerships are built in line with constructive interaction, and set to positive.
- Emotional stability. Emotionally mature, stable, unflappable. Able to soberly rationally assess complex situations and work efficiently under stress.
Here you can download an excel form that helps the manager to evaluate the performance of the employee. The form was developed in the process of evaluating the effectiveness of the Distance methodology — a system of step-by-step personality development.
An effective employee usually knows well what corporate culture is and follows the format of communication with the manager. However, there may be exceptions, in any case, in the process of professional development of any employee, this topic should also be raised, so in the same article we will formulate the main points of this format.
When the boss gives the task, the employee does not ask “Why me? Why should I?”, but listens carefully to what needs to be done and clarifies the details. If an employee does not agree with the order of the boss, he can ask permission to express his opinion on this matter before execution.
Assigned is done properly and on time. If there are difficulties, the employee does not get upset and does not give up, but informs the boss about what is happening and then acts according to new instructions.
The assigned issue must be closed, that is, the execution must be reported to the management and confirmation received that everything has been done and as it should. The form of such a question is not “Well, is that all?”, but “Is there anything else that needs to be done? Is there anything else I can help with?»
Unconditional priority of a conversation with a manager over a conversation with other employees. If an employee is approached by a boss, the employee is not distracted by conversations with colleagues or calls from home.
If the boss is dissatisfied with the actions of the employee, the employee does not discuss the behavior of the boss, but specifies what and how to do in the future.