Koosimaire.com

Employee relations practices are the main causes of manifest problems such as low productivity, poor quality, missed delivery dates, and cost overruns. Personnel practices can be measured indirectly, for each manager, by the following standards:

– Turnover in terms of voluntary redundancies.

– Wait.

– Number of promotions carried out within the manager’s operation and from his operation to other segments or functions of the company.

– Number, frequency, and severity of lost-time accidents and clinic visits involving hourly employees.

– Number and value contributed of ideas to improve operations presented by hourly and salaried employees.

– Training time and loss of productivity to incorporate new employees.

– The existence or not of formal orientation and indoctrination programs and periodic follow-up meetings.

– Frequency of staff meetings.

– Use of management by objectives.

– The existence or absence of organization charts, job descriptions and performance standards.

– The number, nature and extent of disappointments expressed by employees at all levels.

– Difficulty or ease of hiring exempt employees, that is, the relationship between job offers and acceptances.

– What has been done to develop and improve the performance of key people.

A manager must be fully responsible for the proper use and development of his human resources. These simple quantitative measures, along with exit interviews and counseling interviews by the HR executive, will show how well or poorly a manager is managing her HR.

Performance measurement encompasses the evaluation of individuals and the collective work group, as well as feedback of the results to those evaluated. Simply put, performance appraisal is an attempt to think clearly about what each person is doing, how well they are doing it, and what their future prospects are when viewed in the context of their total employment situation, including direction and the opportunities that your manager has given you. .

The fact is, whether the manager tries to or not, his every word, every suggestion, every criticism, every glance tells a man how his performance is being judged. Each one builds it up or tears it down. Performance appraisal is the most delicate part of the manager’s job. Either you use this management tool effectively to build loyalty, teamwork, cooperation, and understanding, or you abuse it and fail to achieve the highest job satisfaction and productivity. All employees have the right to be told where they stand, for better or worse. The way it is done is important.

What should a performance appraisal accomplish? This question was asked of 20 personnel managers who represented the composite opinion of 20 division presidents at a large decentralized company. The vast majority cited a number of benefits that flow from a well-managed performance appraisal system. The men had met to consider the problems they faced in implementing such a system. During the day, four concurrent workshop sessions were held covering training and development, performance appraisal and salary management, new employee orientation, and safety. The groups rotated.

The groups also agreed that evaluation is a line responsibility, but specific guidelines are needed from the corporate office for a factor such as an outstanding rating in division A to mean the same as an outstanding rating where the product, process, technology and markets differ and the corporation is beginning to experiment with cross-divisional promotional transfers.

The 20 personnel directors pointed out that the feedback of results is perhaps the most important responsibility that a manager has with his subordinates and with himself. How he handles this task will determine whether it builds or destroys morale, increases or decreases productivity and profitability, and helps or hinders individual development.

Results feedback has many labels: performance appraisal, staff appraisal, progress review, merit review, and many others. Whatever the label, there is much to be gained when a manager is aware of appraisal review.

Formal appraisals serve a number of purposes.

– One of the most important is to identify the areas where improvement is needed.

– A second is to make it clear who is responsible for what.

– A third is to reassess and communicate priorities.

– A fourth is to write down the obstacles so that they can be eliminated later.

Performance appraisal should recommend good work, serve as the basis for salary increases and promotions, encourage individual self-development, teach subordinates, and reveal how well a manager is doing and what some of his or her own development needs are.