Performance Evaluation for IT Professionals
How do you evaluate your professional IT staff? Who is responsible for that evaluation and how often do evaluations occur? While these are basic human resource questions, we find many firms do not have fair and equitable systems in place to ensure anticipated results or provide a professional career path for internal information technology professionals. Simply using currently available tools to evaluate accountants may not be enough. Additionally, we recommend multiple tools and frequent communication with IT personnel.
Evaluation System Requirements
There are four basic requirements of any performance evaluation system
- Simple and easy to understand
- Future focused
- Frequent communication (quarterly)
- The employee is responsible
Evaluation criteria should be consistent with the Balanced Scorecard approach. The four primary areas that internal information technology personnel should be evaluated on are:
| Financial | Managing to a strategic technology plan and budget. |
| Learning/training | Continued growth in skills, certifications and training of others.
|
| Standards, policies and procedures | Adoption of standards and documentation of operating polices and procedures.
|
| End User Satisfaction | The customer is the end user. |
Evaluations should also focus on how the person adds value to the firm. While value may be subjective to some, we can identify three of the basics (internal or external). They are:
| Leadership | Provides direction |
| Relationship | Provides confidence |
| Creativity | Provides new capabilities |
Evaluation Criteria Are Not Enough
Many firms attempt the evaluation process without a foundation. A written strategic plan built upon a clear vision, mission, core values and prioritized strategic objectives will dramatically increase the chance of employee success.
Getting the right person in the right job is key. Having a job description will greatly increase an employee's success and the satisfaction of the firm. It is difficult to clearly define a job without a strategic game plan. This is especially true for jobs that are not front stage production jobs. Back stage jobs require thought, planning and must be directly related to the strategic objectives of the firm.
With this foundation (strategic plan and job description) in place, the evaluation is much easier, and the entire process is far more objective. IT personnel should be evaluated based upon their contributions to the firm’s strategic IT plan (which should be integrated with the firm’s strategic plan).
We recommend a one-page, laminated IT plan that is easily understood and communicated to all employees and owners. Without this basic building block it is difficult to focus limited resources on important objectives. Too often IT departments adopt the role of “fire fighters” rather than “builders of strategic initiatives.” Thus, IT personnel are often looked at as “overhead” rather than “strategic” assets and part of the firm’s team. It is difficult for IT personnel to meet expectations if they are not defined and documented in advance.
The following form is designed to be used annually. It is one of three primary tools we recommend in addition to a strategic plan and job description. Other important tools are a 90-day personal game plan and a quarterly review of accomplishments. Focusing on accomplishments builds confidence, and confidence is necessary for learning and growth.
No Wasted Time
Human resource management requires time and is not the unique ability of many accountants. Some prefer to work alone rather than manage people. Determine who the managers are in your firm and provide them with the tools to create an environment for success.
With using the right tools, you will find that time requirements are insignificant compared to the results. Recent firm statistics show that most firms are 50% chargeable, so don’t say your firm is too busy to ignore the management of an important resource (your IT Team). Better management of personnel through improved planning, documentation of expectations and quarterly reviews is an excellent way to use some of this non-chargeable time. Training and learning are other areas that will contribute the most to profitability and the attraction and retention of quality personnel.
