Team Performance Evaluation- Valutrics

Evaluating team performance involves the same principles as evaluating performance in
general. Before one can determine how well the team’s task has been done, a baseline must
be established and goals must be identified. Records of progress
should be kept as the team pursues its goals.
Performance measures generally focus on group tasks, rather than on internal group
issues. Typically, financial performance measures show a payback ratio of between 2:1 and
8:1 on team projects. Some examples of tangible performance measures are:
• productivity
• quality
• cycle time
• grievances
• medical usage (e.g., sick days)
• absenteeism
• service
• turnover
• dismissals
• counseling usage
Many intangibles can also be measured. Some examples of intangibles effected by teams
are:
• employee attitudes
• customer attitudes
• customer compliments
• customer complaints

The performance of the team process should also be measured. Project failure rates
should be carefully monitored. A p chart can be used to evaluate the causes of variation
in the proportion of team projects that succeed. Failure analysis should be rigorously con-
ducted. The continuous improvement methods discussed in chapter V should be utilized.
Aubrey and Felkins list the effectiveness measures shown below:
• leaders trained
• number of potential volunteers
• number of actual volunteers
• percent volunteering
• projects started
• projects dropped
• projects completed/approved
• projects completed/rejected
• improved productivity
• improved work environment
• number of teams
• inactive teams
• improved work quality
• improved service
• net annual savings

Performance and productivity measures are a vital component of

assessment. Specialists in the field of organizational performance have written about a variety of

possible measurements for use in determining performance and productivity levels. Although

the references used for developing this report addressed measurements which apply at the

organizational level, these measurements can work equally well at the individual or group level.

Choosing at what level to measure performance is a critical step to

developing valid measures. Because interdependencies are extremely difficult to measure on an

individual basis, measuring individual productivity is difficult in a team setting. It would be

inaccurate in most situations to measure group productivity by simply adding up individual

scores because the productivity of individuals in an interdependent work environment does not

add up to the productivity of the group due to other factors such as how well the group works

together, how well priorities are set, and how well the personnel are coordinated and managed.

Organizational productivity measures have a higher probability of being valid measures when

applied to groups, not individuals, and should only be exclusively used to determine individual

performance under certain circumstances

Leave a Reply Cancel reply