Monitoring is the regular examination of an employee’s level of performance against established standards. Monitoring provides the data from which performance is ultimately evaluated. For managers, it is important to monitor the performance of their employees, not only to evaluate performance but also to encourage good work or to try to improve it as soon as poor performance has become apparent.
Ideally, the type and frequency of monitoring should be proposed by the worker. The process is then in the hands of the employee. The relationship between the supervisor and the employee can be significantly altered if the employee gives the impression that the supervisor simply seems to control the work (e.g., in customer service). When the superior appears, the employee understands and accepts the superior’s presence.
However, if the superior unilaterally decides to observe the employee’s work without prior agreement, the employee is likely to perceive the superior’s presence as harassment.
Therefore, the supervisor should also inform the employee if there are many reasons why the employee should not be involved in determining the monitoring plan.
Approaches to monitoring
Monitoring can take different forms depending on the type of work being evaluated. When possible, it is best to use existing systems that do not increase the workload of employees or supervisors. Approaches to monitoring include.
- Analysis of orders, either total production or samples.
- Observation of employee work activities.
- Consultation of reports, schedules, time sheets, work logs, and logbooks.
- Information provided by the workers themselves.
- Interviews with other units, members of the public, or customers of the department.
- Records and investigations of complaints and commendations.
Some of the monitoring is continuous and is aimed at identifying performance problems at an early stage. This may involve, for example, examining work samples several times a day or several times a week, or observing staff performance. Other checks may be more spaced out, such as regular monthly or quarterly checks or spot checks.
In general, performing new activities or tasks requires more frequent monitoring than repetitive tasks performed by more experienced workers, as does following up on less satisfactory work.
Accurate and effective monitoring
For supervisors to effectively counsel and evaluate their employees, monitoring must be accurate and the results recorded. However, this monitoring should focus on the performance of the most important tasks for which performance standards have been established.
Monitoring should be conducted throughout the evaluation period and supervisors should note whether the performance observed in the staff member meets, exceeds, or falls short of the defined acceptable level of performance. At the end of the evaluation period, the supervisor can review these ratings. And assess the employee’s overall performance in each key position.
Supervisors should inform employees of the purpose and expected frequency of planned monitoring activities. Monitoring should focus on improving the employee’s performance, not on “whitewashing” the employee to make them feel bad. If poor performance is a problem and counseling or corrective training proves ineffective, managers should implement progressive disciplinary measures rather than frequent monitoring checks, which could be construed as harassment.
About Author
Sarah Noah Liam is a 28-year-old Software Management person who enjoys programming, productivity management software, and screen recording. She has a post-graduate degree in Computer science. She was raised in a happy family home with two loving parents.
