Future Success: From Dream to Reality

When new graduates start to look for their first job, where they can apply all their knowledge and enthusiasm, they use a long, thoroughly developed list of criteria. What kind of job does the potential employer offer? Is the company stable in its market?
What will my compensation package be? What is the company’s structure?
What professional training can I get there? How often will my salary be increased? How quickly can I advance my career there? When can I become a supervisor?
But not many of these young people ask themselves at that moment: How will my potential employer assess my
work so that I can get what I mentioned above? If you want an answer to this question, you should ask whether the
company has a system of performance management.
Let’s define performance management as a process of tracking employee’s performance toward achieving the organization’s objectives, and of identifying an employee’s own strengths and opportunities for improvement.
You cannot measure performance unless you first establish what the expectations are. Each company has specific objectives in terms of revenues, profit, expansion in product or market segments, and excellence in customer service or product development. These overall business goals are base for specific market, function, department and individual objectives.
Individual expectations for employees can be divided into specific results and attributes, attitudes, or behaviors
that lead to these results. For example, you may expect your sales director to increase sales by 15 percent. To achieve this, a series of actions should be performed,
such as changing the planning system, restructuring, recruitment, calibration of motivating schemes, etc. To determine whether your sales director has been successful, you continually evaluate whether his/her skills, attitudes
and behavior are producing the results that are needed.
In most cases companies use competency models for appraising performance and development of the employees.
There can be any number of competencies that the company has chosen as important for the assessment. Performance management requires solid 2- way communication about expectations
and the individual’s progress towards fulfilling these expectations. Formal reviews may be part of the performance management process. However, good performance management is an ongoing, process, not a once-a-year event. The best managers meet informally, one-onone with their direct subordinates on a regular basis to share updates on activities and projects, business direction, goals and feedback on the results. This is a good opportunity for an employee to discuss the development plans and share his or her career aspirations, or specify projects he or she would like to participate in. Certainly, the result of the management performance overview should be
followed with changes in compensation package, career prospects and development activities. In the last category, on-the-job or off-the-job trainings, special assignments or cross-functional projects, expanding level of responsibility, mentoring a newcomer and any other activities that help to develop specific
competency and perform more efficiently, can be included.
So now, by asking, “What can the potential employer give me?” and also adding, “how my performance will be assessed?” you can be sure that the list of criteria you have is complete and the job you choose fits you best.