How can you feel the employee, and in an intelligent manner, that he is constantly monitored, in order to do his best?

You can request for his feedback on the progress of the daily job once or twice before he closes for the day.

Managers monitor an employee on the day-to-day basis of his or her work, it can be a task or a project and the time frame for the same is taken into consideration.  It is the presentation of himself or herself with a professional attitude towards the company.  In many ways it means Quantifiable objectives.

Monitor staff performance against quantifiable objectives

Methods:

Sales reports

Deadlines met

Error reports

Accuracy reports

Documents

Proposals

Plans

Budget forecasts

Widgets produced

These tend to be the monitoring methods many managers are comfortable with because they’re about what the staff member does. It’s not too difficult to see if the staff member is submitting accurate work or achieving a sales target and these are great monitoring methods for the quantity, quality and time elements of the job

Where difficulties arise is when these are the only monitoring methods a manager uses because most jobs aren’t just about the ‘what’, they’re also about ‘how’ the staff member does their job. Such as how the staff member:

• works as a team member

• works with customers

• deals with problems

• deals with change and so on

In summary, the staff members behaviours

When managers only monitor the ‘what’ of the job they only monitor staff performance for part of the job (and sometimes a relatively small part). If managers only monitor staff performance for part of the job then, usually, that is the only part that the staff member will feel it’s worth focusing on (no surprise there then!) What managers need to do is…

Monitor staff performance against behavioural objectives

Here are three ways to monitor behaviours

1. Observation

Observation is about the manager taking a planned approach to watching their staff member ‘in action’. The idea is that the manager plans to observe the specific behaviours that they have described as performance objectives. For example, if the manager has agreed that one of the performance objectives for team work is ‘contributing to team meetings’ then those are the specific behaviours they will plan to observe. It’s about the manager:

• looking at the performance objectives they have agreed that relate to behavioural elements of the job and then

• planning how they will observe those behaviours e.g. paying particular attention to the staff member’s behaviour in the next team meeting

2. Report back

Report back is about the staff member reporting back to the manager on their performance. This is a really useful technique where the staff member is responsible for ‘evidencing‘ their performance against the objectives the manager has agreed with them

A good example would be if the manager had an agreed a performance objective for ‘effective time management’ which included ‘takes action to manage interruptions’. Then the staff member would simply report back to the manager with some examples of when they had taken action to manage interruptions

3. Feedback

Feedback is about the manager getting feedback from people on the staff member’s performance. This could be from:

• customers

• suppliers

• team members

• other departments

NB! It’s important that managers only look for feedback:

a) As agreed between the manager and the staff member and

b) Described in the performance objectives

For example, an objective related to ‘Client Servicing’ is ‘Client feedback reflects a high level of satisfaction ’. This is the feedback the manager and / or the staff member would focus on collecting

How to Monitor Staff Performance against Objectives – A Key Principle

The wider the range of methods the manager uses, the more effective the monitoring will be because using a range of methods means they will gain a more balanced view of the staff member’s performance

This means managers can then give their staff the type of performance feedback that staff tell us they want more of, because they find it constructive and motivational, and which improves performance

And of course we know – ‘what get’s measured gets done’ and it’s impossible to measure without monitoring!

Thanks for invitation,

By discussing his performance in a very short meeting between you, him and his direct supervisor during your working rounds.

To see to it that there is a safety of the construction and performing regular inspection on activities of laborers engaged in quality control and finished work in an efficient and cost conscious manner.

By observation of completed work

Define his work process .Breakdown this process in different stages .Ask him to report you once any stage is completed.

By observing & assessing his KPI's during the review sessions.Providing the deserving employees relevant resources so as to accompalish his missions for the growth of the organisation.

would love to gain knowledge from experts.

thanks

good quiz waiting for more answers .

Thanks 

Simply, at the annual evaluation you can awarding him-her about what monitor on,  and discount on what s-he failed on and share the standards with him-her, then S-he will realize that they are monitored on every single step