In every sporting event that I watch, the camera always pans toward the coach or assistant(s) observing and furiously scribbling notes (usually on a clipboard, but today it may be entering data into a computer) regarding team and individual performance. Why? Certainly not to fire or terminate the player(s)-- but to improve performance. The focus is on standards or goals (league, team, or individual) and discussion with the team or individual player regarding their (his/her) progress (or lack thereof) toward meeting expectations. Some of that feedback (that the TV camera catches) takes place immediately on the court or field. Other "private conferences" are held after the game or event in the locker room.

Key to helping employees grow on the job are objectives. While the objectives of many production workers are more or less based on industry or company standards, all employees (and teams) should have objectives specific to them and/or their jobs. Measurement of performance begins with well-written objectives (or goals, expectations, etc.).

Job objectives are expressed in descriptive/numeric terms. Words describe what is to be measured and the numeric part provides the assessment factor. "Everything can be measured" either by quantity, time, cost, or quality. The usual assessment of quantity is "how many"--the rate or volume. Time may be expressed in terms of deadlines or date-to-date periods. Cost focuses in on "how much" and "within budget limits?" Quality is conveyed as accuracy, improvement (over some period of time or standard), and creativity/idea generation. Many times the assessments are combined within one objective. For example, producing a number of products, with minimal errors, during a certain time period, and within budget.

Objectives, whether using industry/company standards or those that are employee-specific, must be communicated to each employee with a written record of that communication maintained. The objective must be known and understood in order for the employee to reach for accomplishment. Based on that knowledge and understanding, the supervisor can then coach the employee toward improvement.

There are certain elements regarding measuring performance that must exist:

1. that an objective or standard exists for the work being performed
2. that the objective or standard be communicated to the worker
3. that the worker knows how to do the work associated with the objective or standard
4. that the worker is given periodic feedback (including encouragement) on progress toward meeting the objective(s) or standard(s).

Measuring Objective Performance is a training course on writing job objectives with associated measurements for individuals and/or teams. It focuses on what elements of jobs are important enough to measure and suggestions for recording those measurements, i.e. an Excel database. The importance of providing employees with periodic feedback on their progress is emphasized.