Performance Assessment


Performance is the indicator that shows the success or failure of employees in their work.

Performance management is a practical area that companies need to implement the changes to the management system in order to increase efficiency. This type of management activity based on principles and approaches to managing results and labour costs also includes certain processes and methods for detecting and eliminating factors that prevent achievement of the desired performance.


  • systematic assessment of performance issues and the development of work efficiency improvement programs;
  • flexibility - new approaches to old problems, taking into account the changes that occur in the company's current activity, in the labour market, the introduction of new technologies;
  • periodic review of performance control measures, of the change management practices, etc.
  • changing, controlling and evaluating performance in all business processes of companies, including in human resource management;
  • consistency in the operation of all levels of performance management in the short and long term of the company;
  • human resource competences as a key factor in efficiency and work performance.

Performance management includes two directions:


Increase in the performance based on external factors

- permanently there are taken measures for evaluation and control of the employees, adjusting the number of personnel, adapting the volume and complexity of each employee's work, introducing new equipment and technologies, personnel training, staff stimulation, improving the whole process and working conditions.


Effectiveness of the activity

by developing policies aimed at stimulating and motivating employees, the continuous development of the personnel, encouraging initiative and responsibility, involvement and innovation, cooperation and exchange of good practices, employee involvement in the process of increasing performance.

Performance management is part of a company's strategic development policies.

Along with increasing productivity and efficiency of employees' work and developing their skills, performance management aims to improve the economic indices of a company. This process involves a common understanding and commitment to the company's objectives and expected performance standards.

Professional performance evaluation is necessary and beneficial for both the employer and the employee.


Evaluation planning
Formal performance evaluation
Monitoring and feedback
Recognizing high performance and managing poor performance

In order to avoid it being an employee's penalization report or an analysis of what he does not do well, the essence of the evaluations is to appreciate the benefits they bring, namely:

  • discovering the new qualities of the employee in order to promote or move it to another post or other department;
  • identifying training needs to improve employee skills;
  • developing new skills;
  • correcting mistakes, “clumsiness”
  • identifying issues that employees encounter in day-to-day work to improve communication within the company;
  • motivation increasing of the employees;
  • working conditions improving;
In addition to “good job!” type of appraisals/assessments, “I am pleased with your results”, the evaluations used by the companies most often measure parameters, activities, qualities, and concrete aspects of employee activity.
In addition, any assessment must be brought to the attention of the employee in order to ensure his participation and active involvement, in such a way that the assessment achieves its objectives.

A conclusion will be all the more objective as the assessment will be done with the employee's direct involvement.


  • results, workload reported on results;
  • volume of the production/services rendered and their quality;
  • discipline at work;
  • interpersonal communication, observing hierarchical attributions, compliance with internal regulations etc.;
  • the degree of job satisfaction;


  • to identify the training and training needs;
  • to identify the possibilities of career transition - promotion, transfer to another post, possibly in another department;
  • educating the spirit of competition for continuous improvement;
  • development of other departments and, in the long run, the opening of new company branches;


For a constructive evaluation, we resort to:

  • various exercises, simulations of situations with which the employee might face at the job;
  • individual and group assessments to identify individual or team-level skills, identifying potential leaders to promote them;
  • specific, punctual assessments (including psychological assessment to identify employees' predispositions for an offense, ex. delay, etc.;
  • more evaluators, more assessment criteria to identify as accurately as possible the abilities, personality or skills of the employees;
  • developing an evaluation report that integrates all observations and conclusions so that the entire evaluation paradigm is viewed in context rather than isolated;