WHEN the general manager of Light House International announced that by the end of every month the company would measure employee competence, many workers got nervous about the new innovation.
Some of the employees left the organisation for fear of being assessed.
Jeremy, a chief accountant at the company, was not happy with the development. He thinks measuring employee competence is one way of humiliating workers.
But Jeremiah Munene, a human resource consultant at Suave International Consultants in Mbuya, dvises employees no to fret.
Employee competence measuring provides helpful information that could simplify the professional relationship between employers and employees, he says.
â€œManagers and employees must understand that personnel skills vary from person to person. When not carried out skillfully and openly, this will make it difficult to round up an accurate individual assessment without taking into account a number of factors,â€ Munene explains.
â€œFor instance, measuring an employeeâ€™s competency requires an objective evaluation in a results-based manner,â€ he adds.
Munene says it is imperative to note that a workerâ€™s competence is measured by judging their all-round contribution to the running of the organisation.
Gerald Masiiko, a human resource manager in Kampala, says a relevant scaled system for employeesâ€™ competence measurement is crucial in every working environment.
He adds that a scaled system sieves out the â€˜bad apples from good onesâ€™.
â€œThis boosts the spirit of the hard working employees and shakes the lazy workers,â€ Masiiko says.
â€œThe exercise also helps reduce redundant labour and operation costs,â€ he adds.
â€œOrganising an evaluation is the first step to putting every employee on a level playing field.â€
Cedric Sisilo, a human resource consultant, advises that for an effective employee competence assessment process, the firm needs to facilitate an objective assessment environment.
Measuring employee competence