More and more companies move away from the traditional rating-based performance model in the organization. It makes sense to focus on goals instead of activities. You want your company (and employees) to grow and develop, and in order to do so, you need to focus on the right things. Measuring activities will give you an unfortunate result as your staff will focus on achieving what you are asking for, and nothing more.
For example: If you are measuring your support staff on how many new knowledge articles they have written in a month, you will get a lot of articles. But when you start analyzing the content, you would most likely see that the quality level is low and that there are many duplicates.
In order to receive the best possible result, you need to move away from the traditional rating-based performance model.
New ways of measuring performance is required
The new way of measuring performance is setting goals, planning growth, and measuring (both customer and employee) satisfaction levels. You want to empower your staff, invest in their personal development, and encourage them to trust in themselves. Measuring your staff on goals sets clear expectations in a process without ratings. Performance meetings are more positive, and the employee will tap into their internal motivators as they can see that their work has a purpose. Performance and engagement are strongest when employee feel supported, guided and are receiving coaching, as well as having a higher level of ownership for the process. This again, will lead to a higher level of engagement, a new openness to creativity, as well as personal growth and satisfaction.
As Accenture’s CEO Pierre Nanterme told the Washington Post when they decided to get rid of annual performance reviews and rankings:
“The art of leadership is not to spend your time measuring, evaluating. It’sall about selecting the person. And if you believe you selected the right person, then you give that person the freedom, the authority, the delegation to innovate and lead with some very simple measure.”
Select the right methodology for knowledge management that motivates
The solution for having happy and motivated service-desk employees while improving efficiency and the delivery of support is Knowledge Centered Support (KCS) methodology. KCS provides a detailed description of how the support organization should work with knowledge as its foundation, and addresses the driving forces that motivate employees and how the support organization can work to focus on the right things. The principle of KCS is that good leaders take responsibility for organizational focus and how they can steer results with the help of motivational factors. Contact us if you want to know more.
Lena Stormvinge, Account Manager & Knowledge Specialist, ComAround