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Performance Appraisals

<i>Dear Workforce</i> How Do I Design Bonuses For Financial Management Staff

July 11, 2003
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I need to design performance measurements, which will be used to award bonuses to the financial management staff of our manufacturing company. What metrics should I use for the CFO, controller, accounting manager, and cost accountant?
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Dead Man's Curve

July 1, 2003
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Whether you call it forced ranking, the "vitality curve" or another alias, it's a workforce performance tool that's used by up to one in five Fortune 500 companies. But most of them refuse to talk about it. Why is that? Ask Ford, which paid out $10.5 million over forced ranking-related discrimination claims.
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<i>Dear Workforce </i> How Do I Train Supervisors To Write Evaluations?

June 25, 2003
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We have used canned performance appraisal software for severalyears, mostly because supervisors were reluctant/unable to write narrative reviews of employees. New management requests that we move to a narrative appraisal (with no numbers or canned phrases). How do I train supervisors with little or no writing skills to do this type of evaluation? Are there any "hybrid" programs that might combine canned with original response?
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Managerial Discipline

June 10, 2003
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Human resources and line managers must understand market data and the relevant performance factors. The key question is whether managers really have both the information and the discipline they need to make salary-increase decisions.
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Power to the Line People

May 29, 2003
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There's a revolution in compensation, led by companies like Marriott and Dow. They establish market prices for pay, and let line managers make the salary calls. The results are impressive.
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Managing Pay Is an Easy Sell

May 29, 2003
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Instead of Marriott spending time on job evaluation and job analysis, it focuses on monitoring the workplace and setting market reference points for jobs.
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Busch's Performance Evaluations

March 27, 2003
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Four spreadsheets used by the retail grocer, whose training and performance management program was a key factor in the company achieving higher profits that it had seen in 27 years of doing business.
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Lessons from a Whale

March 4, 2003
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Jonah has a problem. Nineveh is underperforming. Transferring to Tarshish sure looks tempting.
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i Dear Workforce-i Change Merit Increases So Employees Aren’t Cheated

November 14, 2002
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The first stage is to unwind the current plan. The second stage involves educating employees to the new date and other plan changes.
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