We all agree that performance is about results. It is about delivering the results or service expected
by customers. Depending on your position in the organization you may be serving external or internal
customers. Both have similar needs in that they need your service; and they need it so much that
they are desperate if you do not deliver it in time. However, the service delivery process has
considerable interconnections that need consideration in ensuring an employee's effective and sustained
Performance is not just delivering that service or results. Effective and sustained performance is
also about relationships; it is about connections and networking as much as it is also about accountability.
In this multi-dimensional context, performance is not just about being accountable to your boss
about deliverables and their deadlines. It is first and foremost about timely meeting customer needs,
which one often achieves in the absence of the boss, and about relationships with peers, reports
and suppliers of products or services because they matter in the effective service delivery process.
Under the circumstances it is not enough to account for results to one's "boss" during a performance
appraisal as this is done in the absence of the customer. To get a good and total employee performance
picture the boss needs to know what results or services were delivered, speed of delivery, the extent
of customer and stakeholder satisfaction. This requires the various stakeholders attesting the
individual's performance in terms of customer service and work relationships. Continue reading...