Strategic HR

Evaluation as a strategic tool

What do we consider one of the most serious HR processes we carry out in oddity?

We believe it is an employee evaluation.

It is clear to the vast majority of leaders that the critical condition for optimal cooperation is the trust they enjoy in their team. Trust for us means firmly believing that we are well-intentioned to each other, that we work our best for a common goal, and that we are each other’s support.

One of the company’s slogans is Friend called future. It represents one of our core values – flexibility. The constant development of our people is a step towards a future in which we would like to find ourselves.

How to make these descriptions measurable and comparable over time? How to grade the trust and strengthen it?

We are applying regular direct evaluation to each team member individually.

A People & Culture Specialist talks to employees at regular time intervals about motivation, team communication, satisfaction with the scope of learning, and the work atmosphere. In addition to these regular and weekly scheduled 1 on 1 meetings, which are less of a formal type, we also use a carefully developed file that measures several selected indicators. 

Every 6 months we hold a review and assessment of the career position deeply and complexly, guided by the content of the file tailored for this purpose. Often it becomes only the basis for the development of the conversation in the desired direction.

Some of the indicators we measure are the satisfaction of employees and both their managers with the quantity and quality of feedback, the level to which the employee is able to see his place in the project, team, whole organization, openness to improvisation and use for it, quality assessment of work tasks, satisfaction with learning curve…and so on.

Our People & Culture Specialist goes through the file with an employee, then with the team leader, and after the file is filled in, opinions expressed and feedback collected there, all three sit together and comment on the given grades, statements made, and written wishes for the future. We end the process by planning further steps and setting control points over time – which we discuss again in 1 on 1 meetings, until the next six months review.

In this way, we demonstrate that we are really working on the further development of our employees and we really want to hear how our people feel, what is important to them, and where they need additional support.

File’s comparability helps us to measure progress and demonstrate work on a common team goal – to be better, to be satisfied.

Why do we devote a lot of time to these conversations and why do we have a complex file on the subject?

We want to achieve that people do not get carried away with daily work and lose sight of their development which is primarily their responsibility – the idea is theirs, but we create the path together.

The company is there to provide resources and materials, to find practical applications and to play the role of strong support. It is up to our people to imagine and consider in which direction they want to drive their development, and of course, to be persistent in reaching the goals.

We maintain motivation for development by regularly assessing how far we have moved from the starting point – how far we have come, and often we agilely adjust walking on that path of development. 

Team members who have detailed data of their state from two years ago, a year ago and now, are the ones who easily find the motivation to continue their development.

It is wonderful to see our professionals satisfied, and that is what we are focused on through the evaluation.

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