Personnel evaluation when succeeding project but delaying.
I think that there would be some cases that although the project has been successful, the project have been delayed or costs have increased during the project. In this case, what is the ratio of positive and negative aspects of personnel evaluation?
This is a really interesting topic to bring up, as the project timeline can be delayed or costs increased based on a number of factors.
Usually I would think that the timeline established for the project is intended to be suitable for all the workers, and that they would not purposely sabotage the project. I believe the unexpected delays are not to blame the employees of the project. However, after a delay of the project, I believe a personnel evaluation could be conducted in order to see how well each department and person is working toward the completion of the project.
This evaluation would be useful to potentially identify any types of delays coming from lack of intent behind working or if mistakes are being made in manufacturing, testing, etc. If there are individuals which are not pulling their weight, and are identified as detrimental toward the success of the project, then they should be dealt with.
Ultimately, I do believe majority if not all delays of projects are not to blame individuals working on them, but rather some outside factors which could not be controlled or prevented, although test creation and timeline creation should have identified these potential issues.
I agree with @nk434 ! Delays may occur due to a plethora of different uncontrollable factors and the project team members are not always to blame.
The implementation of personnel evaluations can definitely improve productivity within project teams by setting goals and evaluating the individual members on their performance. This would be a great way to encourage members to be more productive and invested in their roles. However I don’t think personnel evaluations would be the “solve-all” of ensuring a project stays within budget or prevents any delays. Instead, I think this could be resolved by implementing training of some sort in the planning of the projects. Training may include how to plan a budget and stay within budget or cut costs, ways to troubleshoot when things don’t go as planned, resolution management, etc. To solve issues regarding the project, I believe training would be of assistance over personnel evaluations. By training the members of the project team, you take the blame off of the individuals, as personnel evaluations would, and hold the organization accountable.
In my current job, my employer does track productivity as a means of evaluating each of the employees. I feel like this is a common metric used across multiple industries as justification to push employees forward into higher level positions or terminate them from the company. A positive is that it definitely motivates me to be on top of my responsibilities and often results in new opportunities/experiences within the company to grow as a professional. Furthermore, it can help a company with pinpointing the common denominator to any issues and incentivizes them to train/supervise employees who struggle with meeting deadlines or solving problems, which is usually easier or more cost effective than finding a replacement. A clear disadvantage is that it makes for a tense work environment which can become competitive as opposed to supportive.
If the project has been delayed then we cannot say that the project has been successfull because following a timeline is part of successful project planning. Therefore in that case, personell evaluation will take place and the reason that those delays took place must be identified. The most negative feedback will be received by the employees who were directly responsible for said delays. Also, many of the employees that worked with them or did not contribute towards repairing the defects that others created and led to the delay might also receive negative feedback.
As others in this thread have said, many times the success of the project may have been due to the delays to make sure everything was functioning properly or the increased costs due to unforeseen expenses. In other words, it does not always have to be assumed bad if there are delays or increased costs as long as it does not greatly affect the outcome of the project. If the project was very time-sensitive and there was a huge delay, then that could impact the success of the project but things like that would vary from project to project. When dealing with personnel evaluation, I believe it is important to consider what was just stated. Understanding the reasons why a delay was needed and why there are more expenses than previously estimated are crucial, especially before making any kind of evaluation on the project and on the employees. In addition to this, positive aspects of the personnel evaluation can also stem from the success of the project being done. Even if there were some delays and increased expenses, the overall outcome of the success of the project should bear the biggest impact on the evaluation of the team that had handled the project.
I agree with a lot about what was said above, as many delays are due to bigger issues outside one individual's control. This would mean that if team members are blamed or blame themselves for problems outside of their control it could negatively affect the overall team morale and efficiency in the project. This misplaced blame could lead to a decline in confidence and second-guessing that could later cause delays in future projects. I do, however, think that personal evaluation is a great tool to evaluate your contribution and role to teams and projects. Learning from mistakes in different projects makes you a better team member in the long run. This ties back to Dr. Simon’s final point about the importance of writing down the lessons learned to ensure that you are growing both as a person and team member as you advance through your career. It could also be good to have it written down to pass on to mentees to help them grow and not repeat the same mistakes that you have made. I know I have personally found it extremely helpful as a mentee to hear about the people that came before me, and I try to pass down any lessons I can to the people I mentor.