Managers and leaders often focus on achieving tangible organizational objectives. Yet when it comes to managing employee performance, these same individuals focus on activities and behaviors (i.e., what employees know or do) rather than the quality and/or quantity of what employees produce (i.e., their outputs). When performance does not occur as expected, people often assume intrinsic causes such as lack of skill, motivation, capacity, or even attitudinal issues. These assumptions frequently lead to misguided solutions, particularly the belief that training is the panacea to all workplace performance issues. To break free of this limited thinking, consider two important quotes from luminaries in the field of Performance Technology:

  • “Pit a good performer against a bad system, and the system wins every time.” – Dr. Geary Rummler
  • “An ounce of analysis is worth a pound of cure.” – Dr. Joe Harless

These quotes remind us that the causes of performance issues are often extrinsic, and it is well worth our time to conduct an objective assessment of the performance environment. Genuine and sustainable improvements in performance come from identifying performance barriers, measuring meaningful outputs, and aligning these with organizational goals.

What Is Employee Performance Really?

It’s important to start evaluating employee performance with a clear understanding of what “performance” means. Performance is a summary term that describes how behaviors and tasks lead but about accomplishments—what employees achieve that drives organizational success.

The sequence of performance is always the same. Performance begins when an employee is placed in a role. The organization then provides resources, such as training, tools, information, funding, and supervision, to help employees complete their tasks. A task involves some kind of observable action that follows a set of steps, such as selling products, building products, or providing services to a customer. Completing tasks leads to tangible deliverables, which you might call outcomes. Examples include a signed order for service (in the case of a salesperson), a new product (in the case of a manufacturing worker), or a recommendations report (in the case of a service provider). Ultimately, these job accomplishments, such as increased profits, competitive products, or higher customer satisfaction, contribute to the organization’s overall performance.

The Importance of Analysis

The field of Performance Technology/Performance Improvement has long provided us with models and processes for examining human performance. A thorough analysis helps identify what’s needed to achieve organizational goals, align employee work products with these goals, and ensure the performance environment surrounding the employee supports their work. Three types of analysis need to occur to diagnose what is happening within an organizational system thoroughly:

  1. Organizational Analysis: Identify the organization’s goals, the key performers responsible for achieving them, and the groups that have the most significant impact on those goals.
  2. Performance Analysis: Compare the desired and actual performance levels and calculate a quantifiable performance gap. This often involves comparing high-performing employees with average performers.
  3. Cause Analysis: Identify the root causes of performance gaps, including lack of resources, poor organizational processes, ineffective leadership practices, inadequate training, conflicting goals, or insufficient information. More often than not, external factors—rather than an employee’s internal skills or motivation—are the source of performance issues.

It is also important to note that not only are external issues more likely to be causing performance issues, but they are also generally easier to address. While training and motivational interventions can be very effective when called for, they can also be some of the most complicated, expensive, and difficult solutions.

Setting SMARTER Goals

One of the most challenging aspects of performance improvement is setting meaningful and measurable goals. Many organizations use vague goals like “becoming an industry leader” or “providing world-class service,” which offer little guidance on what employees are expected to achieve.

Creating effective organizational goals must be SMARTER—Specific, Measurable, Achievable, Relevant, Timely, Effective, and Reinforcing. These goals help clarify expectations, allow for accurate performance measurement, and guide employees in the right direction. By setting concrete goals, organizations can better align employee accomplishments with overall objectives.

Behaviors vs. Accomplishments: The Real Measure of Success

In the performance evaluation process, it’s crucial to understand the distinction between behaviors and accomplishments. In simple terms, behaviors are actions that employees take to complete tasks, while accomplishments are the tangible outcomes of those actions.

For example:

  • Behavior: A salesperson dresses appropriately, listens attentively to the client, and explains the features and benefits of a product.
  • Accomplishment: The salesperson closes a deal and generates revenue.

While behaviors are essential, they’re merely the means to an end. What truly matters to an organization is accomplishment—the result that contributes to overall goals. It’s entirely possible for an employee to exhibit the right behaviors but still fall short in accomplishments. For instance, a salesperson may do everything right regarding behavior but may not generate as many sales as their peers, who may not exhibit those same behaviors.

This distinction becomes critical when evaluating performance. Organizations should focus more on the value of accomplishments rather than the specific behaviors leading to them. Ultimately, measurable results—such as sales closed, projects completed, or satisfied customers—contribute to organizational success.

One practical way to differentiate between behaviors and accomplishments is to consider their grammatical forms. Accomplishments are typically expressed as nouns (e.g., “membership renewals”), whereas behaviors are described as verbs (e.g., “calling existing members”).

Here’s another example to illustrate the difference:

  • Behavior: Teaching a class.
  • Accomplishment: Producing competent students.

Organizations can assess whether employees effectively contribute to their goals by focusing on accomplishments. While behaviors can provide valuable insights, they are only part of the picture. What truly matters is whether those behaviors lead to meaningful, measurable outcomes.

In Summary

Improving employee performance begins with setting clear organizational goals and working backward to identify the necessary accomplishments. From there, it’s easier to identify the tasks, behaviors, and resources required to meet those goals.

It takes practice to focus on accomplishments before behaviors. But doing so will make you much better and connect what people do with the results you desire.