hi

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Every company has a performance apprai= sal system in place to measure the effectiveness of its employees.
Employees are normally rated in most of the companies in the above categori= es. Apart from the above non performance category is also there, which is not depicted here ) . Needless to say everyone wants= to be rated Outstanding.
What is the yard stick and how do you measure these aspects?

· Employee "A"= ; in a company walked up to his manager and asked what my job is for the day?

· The manager took "A" to the bank of a river and asked him to cross the river and r= each the other side of the bank.

· "A" complet= ed this task successfully and reported back to the manager about the completio= n of the task assigned. The manager smiled and said "GOOD JOB" =

Next day Employee "B" reported to the same manager and ask= ed him the job for the day. The manager assigned the same task as above to this person also.

· The Employee "B' before starting the task saw Employee "C" struggling in the river= to reach the other side of the bank. He realized "C" has the same ta= sk.

· Now "B" not = only crossed the river but also helped "C" to cross the river. =

· "B" reported back to the manager and the manager smiled and said "VERY GOOD JOB<= /b>"

The following day Employee "Q" reported to the same manager and asked him the job for the day. The manager assigned the same task again= .

·         Employee "Q&qu= ot; before starting the work did some home work and realized "A", "B" & "C" all has done this task before. He met them and understood how they performed.

·         He realized that th= ere is a need for a guide and training for doing this task.

·         He sat first and wr= ote down the procedure for crossing the river, he documented the common mistakes people made, and tricks to do the task efficiently and effortlessly.

·         Using the methodolo= gy he had written down he crossed the river and reported back to the manager a= long with documented procedure and training material.

·         The manger said "Q" you have done an "EXCELLENT JOB".

The following day Employee "O' reported to the manager and asked him the job for the day. The manager assigned the same task again.

"O" studied the procedure written down by "Q" and sat a= nd thought about the whole task.
He realized company is spending lot of money in getting this task completed= . He decided not to cross the river, but sat and designed and implemented a brid= ge across the river and went back to his manager and said, "You no longer need to assign this task to any one".
The manager smiled and said "Outstanding job 'O'. I am very proud of you."

What is the difference between A, B, Q & O????????
Many a times in life we get tasks to be done at home, at office, at play….,
Most of us end up doing what is expected out of us. Do we feel happy? Most probably yes. We would be often disappointed when the recognition is not meeting our expectation.

Let us compare ourselves with "B". Helping some one else the prob= lem often improves our own skills. There is an old proverb (I do not know the author) "learn to teach and teach to learn". From a company point= of view "B" has demonstrated much better skills than "A" s= ince one more task for the company is completed.

"Q" created knowledge base for the team. More often than not, we = do the task assigned to us without checking history. Learning from other's mis= take is the best way to improve efficiency. This knowledge creation for the team= is of immense help. Re-usability reduces cost there by increases productivity = of the team. "Q" demonstrated good "team-player" skills,

Now to the outstanding person, "O" made the task irrelevant; he created a Permanent Asset to the team.
If you notice B, Q and O all have demonstrated "team performance" over an above individual performance; also they have demonstrated a very invaluable characteristic known as "INITIATIVE".

Initiative pays of every where whether at work or at personal life. If you = put initiative you will succeed. Initiative is a continual process and it never ends. This is because this year's achievement is next year's task= . You cannot use the same success story every year.
The story provides an instance of performance, where as measurement needs t= o be spread across at least 6-12 months. Consequently performance should be consistent and evenly spread.
Out-of-Box thinkers are always premium and that is what every one constantly looks out for. Initiative, Out-of-Box thinking and commitment are the stepp= ing stone to success.
Initiative should be life long. Think of out of the box.