Rethinking productivity: Infusing Values into Employee Evaluation

In their commitment to optimizing productivity and ROI, businesses have traditionally relied on performance metrics to measure success and drive outcomes. In recent years, the approach to performance evaluation has increasingly shifted from rigid key performance indicators (KPIs) to a more comprehensive, growth-oriented strategy. 

While traditional metrics are clear, measurable and immediate, they fall short in assessing the full impact of employees’ contributions, overlooking impact in “softer” domains, such as teamwork, creativity, social impact, and long-term value. The change underscores a deeper understanding of what drives workplace productivity: the holistic development of each employee. The transition from exclusively traditional metrics to a broader approach to employee assessment echoes across numerous studies and interviews with thought leaders. “Performance management is evolving from rigid objectives to a transparent process of continuous dialogue and future development of the employee,” said David Pink, CEO of The Top Employers Institute, a global certification company that recognizes employer excellence, according to an article posted on Discovery ADR.

American professor and author Cal Newport takes it a notch higher, advocating for what he terms, Slow Productivity. Drawing on the principles of other Slow movements – Slow Food and Slow Cities, to name a few – Slow Productivity heralds a shift towards reduced work pace and a healthier workplace and a more meaningful work experience. Rather than risking business performance, Newport argues that slower productivity optimizes long-term business growth due to its closer attention to employee well-being and increased employee autonomy.

Value-Driven Productivity

Future-thinking companies operate with core values and principles that extend beyond mere profit. These values are embedded in their vision and mission, guiding their work and defining their impact on people, the industry, and the world. Take, for example, the sustainable clothing powerhouse Patagonia, which is famous for its unwavering commitment to environmental responsibility. Some companies have even taken the extra mile, adopting the Doing Good mindset into their business routines, resulting in operational and commercial success. Monetary compensation and perks aside, the company’s values signal to employees that they belong to a whole greater than the sum of its parts, encouraging employee engagement. Incorporating higher-order company values into employee assessment synergizes the employee’s sense of purpose and the organization’s mission.   

Purpose at Work

Employees who find meaning in their work are 1.4 times more engaged at work and more than three times as likely to stay with their organizations – according to a 2021 paper by McKinsey & Company. This is the Doing Good Model’s Ripples of Impact element in action: once the individual is connected with their one personal values creates a ripple effect that affects the organization and society as a whole. When employees understand how their roles contribute to the company’s broader goals and values, they find meaning, fulfillment and even inspiration in their daily tasks. Fostering a sense of purposeful belonging and alignment with the company is therefore fundamental for employee success. HR leaders and managers integrate employee surveys and other feedback systems to keep their finger on this sentiment. Stats and findings inform regular performance reviews, one-on-one meetings and cross-team growth plans. Here are some tools:

• Employee surveys gauge employees’ sense of connectedness with the company’s mission and actions. Sample questions include “Do you feel your work contributes to the company’s overall mission and goals?” and “How often do you find your tasks meaningful and fulfilling?”
• Feedback systems such as regular check-ins can be part of one-on-one meetings or team discussions and open two-way communication channels where employees are encouraged to speak their minds. 
• Employee focus groups are an effective way to explore employees’ experiences more deeply and gather qualitative data and nuanced insights that are often overlooked in surveys.

Community and Connectedness

A company culture that emphasizes connectedness in the workplace fuels collaboration, increases job satisfaction, boosts employee motivation and improves teamwork. Employees who feel connected are more likely to collaborate effectively and share ideas, driving collective success.

Tools for assessing connectedness on an ongoing basis include: 

• Workplace collaboration apps: Monitor the use of tools like Slack, Microsoft Teams, Asana, or any other tool commonly used at your organization for insights into how teams collaborate. 
• Employee engagement surveys: Ask questions about teamwork, communication, and your employees’ sense of community to learn how team dynamics impact individual sense of connectedness.

Social Impact

Social impact can be expressed within the organization – in the form of innovative ideas or independent initiatives for the benefit of peers – or externally – community giving, volunteering and social initiatives. Manger recognition for doing good is key for promoting greater social impact by employees.

To assess and recognize employee’s social impact efforts, use:

• Peer reviews: Implement 360-degree feedback where peers evaluate each other’s social feedback contributions.
• Community and environmental metrics: Track involvement in community service, sustainability projects, and other initiatives that align with the company’s broader goals.

The Merits of Value-Focused Performance 

Successfully implementing value-based metrics in employee assessments enhances collaboration, increases employee motivation, and fosters a stronger sense of purpose among employees. 

Like any transformation, it comes with the challenge of change. The payback, though, will be worthwhile.