Successful companies have documented expectations of their associates' performance. They also have staff members who continually strive to do their best to live up to the company's expectations. A person can only work toward objectives and standards which have been clearly defined and communicated.
It's important to review and update job performance standards periodically. Design job performance standards with management's input by identifying in writing:
WHAT (quality) does a good job look like when completed? Describe the characteristics of finished tasks.
HOW MUCH (quantity/volume) should be completed within specified time frames - per hour, day, or week?
WHEN (speed and timeliness) should each job task be completed so other staff members can move forward in their work?
WHOM (job titles) must the associate interact with to gain information to achieve the desired results?
WHERE (location) must work be completed and/or where should finished projects be sent so others can utilize it in their work?
Here is an example of documented performance standards:
A customer service representative must be courteous while completing a claim report, obtaining accurate name and account information, and gathering precise facts about the customer's loss. The information will then be communicated to the producer and/or the service manager via an 'FYI' (For Your Information) form.
After sending a copy or faxing the information to the appropriate company representative and ordering a claim acknowledgment letter from word processing, which will be mailed the same day the loss was reported, the CSR will suspend the loss notice for one week.
The cooperative time taken to develop job performance standards pays big dividends through the understanding of what is expected and the gaining of commitment to perform up to the standards designed.