Assessing the Quality and Efficiency of the Staff

Aug 3, 2018 in Business

Modern society places great demands on the leaders of the public sector in terms of: productivity and efficiency; commitment to service and user (consumer); innovation; flexibility; the ability to explore complex systems and manage the solution of interdepartmental objectives; internationalization (international relations).

The Government Services Operations (GSO) section provides an interface between Business Partners and the various departments and ministries of the Dubai. It improves and streamlines the process by which you can do business in the Emirates. It is a “one-stop-shop” for a variety of services, including immigration, traffic and postal services (TECOM Investments).

Personnel management is impossible without the technology and tools with the help of which the evaluation staff is carried out. After all, assessment is possible due to all four functions of the management cycle: recruitment, motivation, development (training) and control. And namely a qualitative assessment of the staff makes these processes interrelated, logical and transparent.

To evaluate the performance of the employee, it is necessary to define the standards of performance of his tasks, have a clear understanding of the process in which he operates, and the goal to be achieved both by him and by the organization.

Effective staff performance – is an achievement gained by employees within an agreed process for the result (goal) of the desired quality with the optimal use of resources (Boxall & Purcell, 2011).

In the diagram (if you go down) the sequence of steps that must be passed to consciously manage staff performance is shown.

  1. To formulate specific goals of the organization.
  2. To develop a model of the internal structure of organization, this will enable to achieve the goals. At this level those business processes that need to be implemented are considered, there is the expansion of them on the functions that employees are capable to perform.
  3. To line up the organizational structure for the implementation of the processes. It is often not the case. Therefore, it is necessary to check the resulting model of the internal device if it meets the objectives of the organization.
  4. To formulate the model describing the activities of staff to implement all the necessary processes of the organization inherent for this organizational structure. The outcomes are the matrix of the responsibilities and job descriptions (JD). JD must contain: objectives, positions, functions (works which an employee must perform to achieve the goals), the expected standards of performance (targets for performance assessment are set), key competencies that an employee must have to achieve position goals and performance of standards, and specified system of compensation for the position (Hartel et al, 2007).
  5. After the assessment of competencies it is necessary to establish the relationship between the efficiency of operations and the presence of certain competencies. Competencies talk about the potential employee’s abilities. Performance assessment in frames of the competencies is based ideally on a set of KPI - Key Performance Indicators. KPI determine the level of achievement of the employee, which is acceptable in the organization's business processes (Boxall & Purcell, 2011).

With all of these elements of performance management regular assessment objectively enough enables to make management decisions that lead to the improved performance. As it can be seen from the diagram, the difficulty lies neither in the estimation procedure nor in the presence in the organization of objective basis for evaluation and conclusion.

It is possible to manage employees performance using the following levers: training and development, which makes it possible to develop the necessary competencies; the system of payment for performance; move to another position, where the employees can reveal their  abilities for the benefit of the organization; dismissal, if in the organization there is no place for the implementation of those abilities which carries a staff member (Senior et al, 2011).

We propose to consider the application of the algorithm of actions by the example of the criteria for a group of staff in TECOM.

Let us define groups of positions

In our example, this would be operating level employees of the Express Service department (Express Service processes are extremely urgent applications for the visit visa, the employment visa (new and renewal), faster residence cancellation etc..)

We will determine the factors of performance that are essential for this group of positions. For example, the volume of the  work performed, the quality of the work, professional knowledge (knowledge of services, company standards when dealing with clients, handling customer), discipline, loyalty, oral communication, an ability to control emotions, an ability to listen, an ability to deal with difficult situations, creativity, leadership skills, an ability to prioritize.

We evaluate the criteria. As a rule, many managers try to identify as many relevant factors to assess staff, believing that in this case, the assessment would be the most complete. But in reality it is not so. Score on all the possible factors is time consuming and in the end the results are blurred. To avoid this, it is rational to evaluate the selected criteria, that is, to determine which criteria are most important and which are superfluous - it will save time and effort in evaluating personnel. To achieve this, we recommend making a table (see below).

Table 1

Determination of the importance of criteria for Express Service staff


High Importance

Average Importance

Low Importance





Quality of work


Scope of work


Professional knowledge


Leadership skills




The ability to control emotions


Ability to prioritize


Ability to solve complex situations


Ability to listen


Oral communication


We found that the criteria of creativity, the ability to prioritize and leadership skills, are not important in the evaluation of these positions and the assessment on them should be abandoned. Thus, we determined the criteria that will be assessed: discipline, loyalty, volume and quality of work, professional knowledge, oral communication and listening skills, the ability to control emotions and deal with complex situations.

Let us consider the description of the criteria applied to the assessment scale.

Table 2

Scale evaluation of some criteria


Brief description of the criterion

3 points (meets the requirements)

2 points (not always meets the requirements)

1 point (does not meet the requirements)


Does not spend working time on outside matters. No omissions at work

Come to work on time. Rarely absent, and if that happens, then because of important reason.

Not always punctual, sometimes forgets to warn

Often absent or late, is not informing the head about it


Have respect for the organization

Pleased to be working in an organization; does not respond badly on the company and co-workers

Not always feels himself a part of the organization, is avoiding public complain, but sometimes does not keep negative feelings towards the company

Negative about the organization, pursuing personal goals, criticized the company and colleagues

Quality of work

The work is performed correctly, accurately and thoroughly. Standards of customer service are complied with

Quality meets the requirements, errors are rare, but if there is, then a minor and are corrected independently

Work is carried out qualitatively, but there are mistakes, sometimes it is necessary to check the work

Poor quality work, permanent errors, requires constant checking

Scope of work

Work is carried out in a planned volume

Works quickly, does achieve plan indices or more than was planned

Works slowly, it is necessary to hurry him

Works slowly. Unable to cope with the planned volume

Professional knowledge

The employee has the knowledge required for the position

Understands his responsibilities, skills match a job, clarification from the Head is rarely required

Not always has the knowledge, many issues need further work to clarify

Lack of the knowledge to perform duties. Poor understanding of his work

The ability to control emotions

The ability to control himself/herself in stressful situations

Works well in normal and stress, self-control and always keeps a positive attitude towards work and clients

Smooth, relaxed attitude towards work and colleagues as well as clients. Trying to restrain themselves in a difficult situation

Constant dissatisfaction and negative attitude to colleagues and clients create tension. Uneven emotional behavior

Ability to solve complex situations

Ability to make decisions and to find the own way out

Independently able to find a way out of a difficult situation. Always makes decisions within his jurisdiction and is responsible for them

Prefer not to make decisions on his own, for a solution to a difficult situation often asks leader for advice

Avoid decision making and taking responsibility for the ways out, make independent decisions, difficult issues aggravate the situation

Ability to listen

Ability to properly hear and understand the information

Listens without interrupting, can ask questions

Listens to what he is saying, and seeks to understand

Not listening, often interrupting. If he does not understand something, he does not specify, but adds his own interpretation

Oral communication

The ability to express the thoughts clearly and accurately

Very good offers his thoughts, can convincingly persuade in his rightness

Is able to explain his position, but sometimes has difficulty to logically prove a point

Hardly gives his thoughts, offended if somebody begins to ask probing questions, offended, thinking that he is not understood

In our case, in the group of 6 employees of Express Service department in TECOM 5 employees took 3 points, 1 took 2 points. It should be noticed also that their Leadership Self- assessment is Consultative I (according to TECOM Team Work Observation plan), which is coincide with the results obtained with the help of use of Table 2.

Let us group and rank criteria. In our example, this would be:

The amount and quality of work, professional knowledge will be included in a group of criteria - to perform basic duties, loyalty and discipline – attitude, oral communication, ability to control emotions, listening skills - communication skills.

Ranking criteria will be as follows.

Perform basic duties. Among them:

• 1 - professional knowledge;

• 2 - quality of work;

• 3 - the amount of work.

• Attitude to work, among them:

• 1 - discipline;

• 2 - loyalty;

• 3 - the ability to deal with complex situations.

• Communication skills, including:

• 1 - verbal communication;

• 2 - the ability to control emotions;

• 3 - the ability to listen.

Evaluation criteria can be developed by a leader and a specialist of personnel service or with employees who perform the work. In the first case, it is important that in the development of criteria line managers are also involved, as they have to set goals and evaluate employee performance. Joint development of criteria by line manager with the staff has its advantages. First, the criteria will be clear for the head and employees; secondly, they would be more appropriate to the specific work; thirdly, they will reflect the conditions and content of the work and, finally, will be taken by employees. But we should keep in mind that the final decision the director makes after  discussion of developed criteria with senior managers and HR professionals. It is rational to remember that the general acceptance and recognition criteria for the assessment are necessary, therefore, before the meeting each participant should be explained what the assessment criteria are, why they are important and how they will be used in the evaluation of the employee.

In developing criteria for staff performance, we relied on the following documents: a strategic plan for the company, clearly defined business processes, mission and goals, job descriptions, standards, and regulations of the job, etc.

We focus on what is really important for a particular position, and tried to determine a reasonable minimum of the tasks and results which are to be achieved.

The basic difference which indicates the team before the group - it is synergy. It is the result of effective cooperation between players based on shared aspirations and values, and complementary skills and leads to the total team effort that far exceeds the sum of the efforts of individual players.

The question “Why is it important to build a team?” is one of the most actual. As in sports, teamwork is essential for competing in today's global arena, where individual skill is not as important as the high level of teamwork. In the intellectual enterprise team it is rather the rule than the exception. A characteristic feature of these teams is a wide range of power or the right to make decision. The main difference from the group of teams is that the former is producing synergy (1 +1 = 11), and the second is not (1 +1 = 2).

Our study shows that each team member plays not one, but often two, even three or four team roles. It should be noted that they can be considered as equally important to the effectiveness of team work, provided that they are used in the team at appropriate time and in the best way. For example, at a time when the team is only beginning to address the problem or project development, above all, it requires innovative ideas (needed thinker), followed by the need to assess how these ideas can be translated into action and achievable objectives (artist) . In these phases the success is achieved under the condition that the team has a good coordinator (chairman), whose task is to ensure maximum performance from the team at the right time. Drivers and incentives team gets through vigorous activity Formers. When it comes to complex negotiations with other groups become important quality that an investigator resources. To curb excessive displays of enthusiasm, distracting from the main activities of the team, its composition must be an appraiser (Barney & Wright, 1998).

All possible sources of tensions and misunderstandings between team members are eliminated by collectivism and thanks to the presence of the expert team have at its disposal rare skills and knowledge that are necessary from time to time. Closer role is not to lose sight of even the smallest details of the implementation of the decisions and ensure consistent implementation of all planned actions.

It is clear that for the team in order to achieve the biggest variety of team roles, each member should be aware of particular team roles of their colleagues. Only in this case, we can set whether the roles of those do not relate to the natural strengths of the team members. If so, then all the members of the team, for which the missing natural team roles are secondary, will have to try to fill this gap. Obviously, this would require an atmosphere of openness and trust.

However, the setting of complementary skills at the heart of successful teamwork means that the interaction between the players play a secondary role. Experts in various areas - strategy, management, technology, finance, marketing, etc. - getting the tasks go to their controversial corners and hardly interact with each other (West, 2012). As a result their joint efforts can be described by 1 +1 +1 << 3 due to losses for friction between the players during their periodic contacts.

Staging of combining elements such as shared values and mutual trust at the center would lead to effective interaction between the players in the team, continuing cross to the pollination of ideas, mutual coaching and experience exchange. The result synergies would have been achieved where 1 +1 +1 >> 3.

Related essays