Individual performance evaluation

The evaluation of individual performance is an excellent strategy to accompany employees in these “home office” times. Away from your managers, colleagues and facing the inherent distractions of the family environment, it is normal to feel that performance may be affected, or even a lack of clarity in processes and deliveries.

This is precisely where a self-assessment is necessary to understand the employee, giving them a voice to identify and measure their potential, difficulties and welcome goals for the future. This type of evaluation helps the employee to project himself in the company and, above all, to feel heard and taken into account. Not a bad way to encourage performance.

The evaluation of individual performance and its importance

HR diversifies and follows the trends of increasingly empathetic companies seeking to retain talent. They seek to retain them, instead of losing them due to a lack of dialogue, conflict management and active listening to employees. The intention is to polish talents and accompany them, thus avoiding personnel cuts, that is, layoffs.

Self-evaluations are an opportunity for employees to explain what they think about their roles, where their greatest difficulties are, their achievements, improvements and future expectations .

It is a personal diagnosis, written in the first person by the employee himself, who prepares a self-analysis.

Two-step process

In a second stage, with the evaluation completed, the employee has the opportunity to speak with the manager so that, together, they can read the document and reflect on what was written.

In this way, the hierarchical superior can see the degree of maturity of the employee, as well as see the possible gaps to be filled.

The objective here is to retain the employee and polish him in the best way, so that he grows with the company and takes his reflections into account.

Examples of individual performance evaluation and how to do it

It is important to think about the behavioral and technical range that can be explored in the questionnaire applied to HR. Therefore, it is important to take into account the area in which the employee works, their daily tasks and the behavior required by the position.

The SWOT matrix

Asking good questions is essential to guide the employee and direct them in a clear and objective direction. It is important to make him reflect on his strengths, his weaknesses where he can improve,

and his opportunities. A good method to do this is the SWOT matrix. This is perfect for applying the employee’s strengths, weaknesses, opportunities and threats.

Develop questions that bring up these four aspects, such as:

Strengths

What are your main strengths in the professional and technical field? How do you specifically apply them in your work routine? Cite examples. This question is for you to show what you do best and how you put these talents into practice in your daily life.

Weaknesses

What professional and technical skills would you need to improve

What strategies will you implement to achieve this, in accordance with each competence mentioned? This question serves to identify possible gaps and think about strategies to fill them, improving your performance.

Opportunities

What are the main opportunities to explore at this moment, in the professional context? Because? This question is for you to detail what opportunities you would like to have within the company and what means of participation you now see, including in other departments.

Threats

What are the biggest obstacles and challenges to achieving your career goals

right now? Because? This question is for you to evaluate what the biggest impediments are to achieving your goals and for what reasons they may hinder you. You can also suggest solutions on how to get around them.

The idea is to make several adaptations taking these same fields into account. You can ask the employee about the strengths he finds in dealing with his direct superior. Or even about the main weaknesses in his personality.

Model focused on goals and results

Another type of self-assessment questionnaire is one that indicates the employee’s achievements and results, in addition to the goals to be achieved. It is something more concrete and focused on results.

Thus, the crucial fields are those in which the evaluated person must cite their

main results in a specific period of time, concrete examples, areas to improve, expectations and future goals . This type of evaluation can be carried out in the form of a table divided into four columns, which are:

• Performance and achievements
• concrete examples
• Areas to develop
• Future goals and expectations

The document should also include an area for comments from the manager, who will discuss the four points of the self-assessment with the employee.