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?
Our supervisors are not giving enough thought to the serious task of performance evaluations. We also lack specific criteria for measuring performance. How can I change the performance evaluation criteria, and where do I start? I'd like to shorten the process.
One of almost everyone’s favorite staffing metrics is “quality of hire”--the measurement of whether a recruit ended up succeeding on the job. Many companies aren’t sure how to measure this.Learn about 11 different ways of measuring quality of hire.Read More
When a small employer factors individual and company performance into its annual pay-raise policy, how is it best divided and measured? I would like to find a method that would be fair and consistent in lean/loss years as well as successful ones.
Managers sit down with their bosses to discuss how they're meeting their personal performance goals.Read More
How we can develop a career path for executives for the next 10 years?
We are changing our non-exempt job evaluation system from a traditional "point-factor" system to a market-based and "job slotting" approach. How do we ensure a successful transition?