Matriz de Desempeño vs Potencial de las Personas en el Trabajo Matrix. Performance vs Individual Potential at Work

estion del GOn how to measure performance, in this blog I have already explained , so I will explain how to measure the human capability at work.

Respecto a cómo medir el desempeño, en éste blog lo ya he explicado, por lo que explicaré cómo medir el potencial.

Human Capability At Work / Potencial de las Personas en el Trabajo

It is mainly related to three factors /Está relacionado principalmente a tres  factores:

  1. Complejidad del  Procesamiento Mental (CPM): A mayor complejidad del procesamiento mental de la persona,  mayor es su potencial. Existe al menos cuatro niveles de procesamiento mental (de Menor a Mayor):
Complexity of Mental Processing (CPM Complexity of Mental Processing (CPM): The greater complexity of mental processing of the person, the greater its potential. There are at least four levels of mental processing (Low to High): The greater complexity of mental processing of the person, the greater its potential. There are at least four levels of mental processing (Low to High ) 
  1. Procesamiento Declarativo.
  2. Proceso Acumulativo.
  3. En Serie.
  4. En Paralelo, éste último es el de mayor complejidad  e.g. Una persona con éste CPM expone su posición examinando una cantidad de otras posiciones / opiniones también posibles. Las posibles líneas de pensamiento las mantiene en paralelo y es capaz de conectarlas entre sí. Es decir,  es capaz de encontrar elementos en común  en la diversidad. Construye un juicio a partir de múltiples puntos de vistas.

2. Valores: La confianza y seguridad mutua, sinceridad,  ganas de hacer las cosas, lo que se conoce como predisposición positiva. Todos hemos sido testigo de que estos valores están presentes en las personas que destacan.  Una persona con estos valores siempre va a aprender y será un talento, obviamente en la medida que adquiera experiencia y conocimientos (madurez).

Values: Trust and mutual security. Sincerity, The will to do things, what is known as positive bias. We've all seen that these values are present in people who stand out. A person with these values will always be a learning and talent obviously far also gain experience and knowledge.

3. Conductas No Disruptivas: Las personas que por arrogancia o psicopatías tienen conductas disruptivas, no pueden armar equipos o llevar una sana convivencia con sus compañeros. Lamentablemente estas personas suelen ser como  un cáncer  dentro de una organización. Una alternativa es mantenerlas en trabajos aislados (por ejemplo encargarles estudios o tareas especializadas) pero  nunca dejar que ellos lideren o tengan responsabilidad sobre otras personas.  Al contrario las personas que se adaptan, no difunden rumores, trabajan en equipo, empoderan, son  generosos con su conocimientos, lideran, son quienes prosperan y agregan valor para sí y la organización.

No disruptive behavior : People who have psychopathic or arrogance have  disruptive behavior, cannot build teams neither a healthy coexistence with their peers. These personalities: Unfortunately often like a cancer within a organization . An alternative is to keep them in work Isolated (FOR EXAMPLE Studies position) on But never let them lead or have responsibility for others. Unlike people who adapt, no spread rumors , work in teams, empowering , generous child with his knowledge, leading son who thrive and add value for themselves and the organization s interesados les dejo mi mail: martin.torres@inovagestion.cl

(source: Jaques & Cason).

Performance Appraisal Interview

 

The communication to the subordinate about the results of the assessment  is a fundamental milestone in the performance management system. Performance appraisal is useless if the greater interested – the employee – not get to know it. It is necessary to let employee knows  what  information is relevant and meaningful about his or her performance, so that they may attain the fullness of objectives. This communication is set during the interview of feedback performance evaluation.

THE PURPOSES OF PERFORMANCE EVALUATION INTERVIEW ARE:

1. Give the subordinated the necessary conditions to improve their work through a clear and unambiguous communication about performance standard. The interview provides the subordinate the opportunity not only to learn and know what the boss expects him in terms of quality, quantity and working methods, but also to understand the goals of the organization. These are the rules of the game, which can only be played well when players understand them.
2. Give the subordinate a clear idea about how is he or she performing at work (feedback), highlighting their strengths and weaknesses and comparing them with expected performance standards. Often the employee believes subjectively that is doing well, and can develop a wrong idea about their expected performance. He or she needs to know what the boss thinks about his or her work to adjust and adapt their performance to expected standards.
3. Both – employee and supervisor – must clarify measures and plans, to develop and make better use of subordinate skills, the employee needs to understand how it could improve its performance and actively participate in the measures taken to enable such improvement.
4. Stimulate stronger personal relationships between the supervisor and subordinates, in which both are able to frankly talk about the work: how the relationship is developing and how can it be improved and increased.
5. Eliminate or reduce discrepancies, anxieties, tensions and uncertainties that arise when individuals do not have well oriented  work advice.

THE SUPERVISOR’S SKILL REQUIRED

The supervisor must have the ability to present the facts and get that subordinate, to the end of the interview, has assumed the determination to overcome and adjust its performance to the level required by its position, and is aware of the positive and negative aspects of performance. Largely depends on the success of an interview of evaluation of the well that is be prepared, so that the supervisor should know beforehand what he will say to the subordinate and how to say it.