How to Assess Employee Productivity


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Most organizations have collapsed because the employers failed to examine the performance of their employees and themselves. This case is just like a bee caste; when the workers underperform, the queen bee is useless, and the whole system would not thrive.

Assessing your employees’ level of productivity is prudent in ensuring a successful establishment. This will help you guide them towards bettering their involvement in the organization’s goals, hence their productivity.

Getting to assess your employee can be cumbersome to the point that the goal will not be achieved. This is because organizations do not set out to use an encompassing method. There has to be a system that will give your employees the opportunity to see themselves in a mirror to help them make essential changes. A method with such outcome is 360 Degree Feedback.

Going 360 Degree Feedback Way

Also called multi-rater feedback, 360 feedback system is a process that allows not just the superiors of an organization to assess the employee, co-workers, clients of the organization. Here, the feedback is usually from those the employees have close relationships with throughout the course of the company.

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The main aim of a multi-rater assessment is to know the productivity and the level of professionalism displayed by the employees. This information forms a basis on which an organization can improve the workers’ qualities.

The Process

In executing multi-rater feedback, there are several procedures that should be followed. These procedures can be grouped into pre-survey, survey, and post-survey procedures.

Pre-survey and Survey Procedure

These procedures involve the following to-do list before the assessment and during the assessment.

  • A maximum of ten people, together with the subject, are those that can take part in this survey. This must be done discretely.
  • According to the type of relationship that the respondents have with the employee in question, the respondents will be divided into groups (Co-workers, Superiors, clients are some of the groups that can exist).
  • Respondents must be trained before attempting to answer the questions so that the aim of the assessment will not be defeated.
  • Having it in mind that the survey is based on employee’s capabilities, the assessment must critically analyze managerial, leadership, and communication skills.
  • The questions must be open-ended, i.e., the questions must give the respondents an avenue to express themselves. A vivid example is “What’s your perception of Ms. A’s conflict resolution.”
  • Also, questions asked must be conspicuous. Respondents must be able to answer questions without having to think, this implying that the questions must be about observable character. This will enable proper and easy quantification.
  • All the procedures must be overseen by a manager that is not part of the company/organization.

Post-survey Procedures

This comprises of the things to do after the survey has been completed.

  • The questionnaires need to be analysed, and the results averaged according to the initial groupings. This will enable the subject to know where to improve. This should be done by a trusted and neutral third party and the feedbacks presented in a comprehensible report. The areas that need to be worked will definitely be emphasized.
  • The information from the reports should be used to make a development plan. And, employers should take time to offer a support system that will enhance goal achievement.

Bottom Line

Conclusively, the need for employees to live up to their maximum potential should not be jettisoned by employers. Organizations should make sure workers improve all round in order to help the growth of the establishment.

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