I am a manager who has created a situation of perceived favoritism among my staff. I hired a new employee who happens to be a friend. I made the mistake of putting forth a work-improvement suggestion made by the new employee. She and I have been suffering the backlash ever since. How do I go about repairing this fiasco?
—Oops, office manager, government, Long Beach, CaliforniaRead More
How do we get managers to attend training sessions that are expensive and feature well-known trainers? The general attitude seems to be that they are 'above' the training.
—Irked in Administration, Government, Kingston, Jamaica
Manager of talent management, Doosan Infracore Construction Equipment, Seoul, South KoreaRead More
What is the distinction, if any, between meritocracy and pay for performance?
Our organization is considering implementation of a multirater feedback 360-degree system. We are concerned about the change.
We fear that moving from a forced distribution system of performance management eventually would lead to all employees being rated as average performers. The differences in employee performance would be lost. Other than forced distribution, what methods could we use to measure performance?
Our president and owner recently hired his 20-something daughter to work in the firm doing clerical work. Although she has no experience in our field, she recently began threatening several employees with their jobs. How should I approach the daughter/owner about the situation?
I recently was put in charge of plantwide training for our manufacturing company. Internal training is critical for us. How do I develop a needs-analysis template or a general guideline to help supervisors/managers identify performance gaps?
I'm interested in how we could conduct productive performance appraisal “calibration” meetings with our managers. These are the people upon whom we rely to be our talent evaluators. We are starting to hold these meetings and would value any tips, caveats, tools or processes on what works and what doesn't work.Read More
When conducting a 360 review, is it fair to withhold which employee gets what say on the review? The manager and I have jointly identified the top eight employees who interact most with individuals. Based on their levels of interaction or reporting lines (supervisor, subordinates), we assign a weighted average to each person. Although the feedback from the reviews is positive, questions have arisen as to the fairness of this arrangement. Our office is close-knit, and we want to avoid opening up “negotiations” on this. What do you suggest we do?Read More