Overview
Performance systems usually fail in one of two directions. Either they measure only what is easy to count, and every employee whose contribution is not a number feels invisible; or they are entirely appraisal forms, and the scores have no consequence because nothing downstream reads them.
Nama keeps both halves and connects them to the one place performance eventually has to land: pay.
Indicators: the things that can be counted
Some of what an employee earns depends on something that must first be measured — overtime hours worked, late arrivals, sales closed, units produced. A performance indicator names that measured thing so a salary formula can read it, which is what makes a variable component possible at all.
Values reach an indicator in more than one way: measured by the system from the data it already holds, entered manually where the figure comes from outside, or entered and then approved before it counts. The approval step exists because the difference between a figure and a figure somebody stands behind is the difference between an incentive scheme people trust and one they audit.
An indicator can be daily — factored across each working day — or periodic, taking the period’s total. That choice is what makes the same measurement behave correctly for an attendance-driven allowance and for a monthly sales commission.
Evaluations: the things that need judgement
How well somebody communicates, how reliable their work is, how they handle a difficult client — none of that arrives from a device. An employee evaluation is a periodic appraisal built from a catalogue of scored criteria: define the evaluation elements once, group them for different roles, and score an employee against them for a period. There is a request layer in front of it where an appraisal should be authorised before it is carried out.
The connection that makes it matter
An evaluation result can itself become a performance indicator. That single link is what turns an appraisal from a filed form into something with a consequence: a salary component whose formula reads the appraisal score, an annual increase round that collects employees by their rating, a bonus that is calculated rather than argued.
It also runs the other way. Because indicators are named and dated, “why did this person’s variable pay change” has an answer that predates the payslip.
Indicators, their three entry paths, evaluation elements and the appraisal flow are documented in the performance section.
