The greeting card giant believes that after two years, the company will be able to determine whether it’s making the right hires.Read More
We have a couple of employees who will be returning from a leave of absence. Neither was meeting the mark regarding performance when they left. In their absence, other employees have stepped up to fill in where needed, and we are quite impressed with their good work.
We understand the need to be compassionate to those returning from leave, but this episode exposed a problem for us: getting managers to document performance expectations. This was not done in the past, and now new supervisors are forced to deal with it. How do we address this? What should we do?
Because we don’t have a performance-development plan in place, individual workers never get feedback on their performance and have few development and training opportunities. How do we ensure the long-term profitability of our company, especially since many employees will soon retire and those remaining lack the necessary skills/training to succeed them?
Managers break with the soft-drink giant's strategy and adopt a more people-friendly approach in which tech-powered assessment help reinforce values. The shift in the people management philosophy has helped Yum achieve a remarkable record of growth.Read More
How can we manage the performance of the older workers (ages 55 to 65) who intend to continue working past retirement age? Are there specific ways to do this?
Our company is trying to stay away from using forced ranking/forced distribution. What are some effective approaches we could turn to as alternatives?
We have a problem centered on two issues: a new performance-management system and a lot of new managers. These new managers are uncomfortable doing employee evaluations because they have only recently started working here themselves.
Likewise, employees don’t want to be evaluated by the new managers because they don’t know how they work (although they want some form of evaluation because it’s tied to salary considerations). We contemplated allowing these employees, who often served as "deputies" of our former managers, to do the evaluations themselves. But I’m concerned about how this might influence the evaluations. What should we do?
An incident from seventh-grade shop class shows what happens when employers aren't ready for allegations of discrimination that so often accompany a termination.Read More
Analysts who study Trader Joe's, a quirky specialty grocery chain, attribute its success to its ability to make money by saving money. It uses private labels instead of brand names, deals directly with producers to cut out middlemen, rents cheap real estate for its stores and keeps the square footage small. Another secret to Trader Joe's success is its helpful employees. They know how to move groceries, which boosts store margins.Read More
I’ve been asked to develop a performance-management system for a bank with 1,000 employees. Where do I find key performance indicators for different functions, both for managerial and non-management employees?