Employee Analysis Step Four – Evaluating Consequence

Greg Anderson

In this series of blog posts we are examining process questions that can assist supervisors, managers, mentors, coaches, etc., with evaluating employee performance.

Why is this important? Because, ongoing employee analysis enhances an employer’s ability to move an organization’s business strategy forward while ensuring the right people get the right development activity at the right time.

Earlier, we processed Step One – Evaluating employee knowledge, skills, abilities, and attitudes.

In the second post, we turned our attention to Step Two in the process – Evaluating Inputs.

Last week, we examine evaluating outputs. In this post, we take a look at questions that can help mangers evaluate consequences. What do we mean by the term? According to training and development expert Raymond Noe, “Consequences refer to the type of incentives that employees receive for performing well.”

Although not an exhaustive list, the following questions can help determine an employer’s response to a job well done:

  • Do our employees communicate back to us that performance rewards and/or incentives are adequate?
  • Are groups of employees intentionally not meeting performance standards?
  • Have we articulated potential personal and career motivating factors relevant to 
developmental activity?
  • Are employees receiving encouragement from our executive staff?
  • Have we made promises we are not keeping?

It is not enough to ask these questions. We must make time to process them openly, honestly, and without bias. When we do that, we not only help our employees maintain improved performance – we incentivize them to keep heads and hearts aligned with our overall business strategy.

We will review Step Five – “Providing Feedback” in next week’s post.

Until then – Happy Training!

Written by:

Greg Anderson
Chief Learning Officer, Strategic Government Resources
Follow Greg on Twitter!@SGRGreg

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