Comments for Raging Debates in HR

Comment on by susan clark

susan clark — Sat, 12 Feb 2011 18:02:24 +0000

Libby: Absolutely. We are in the age of PDA’s. Everything is ‘in the moment, in real-time. We are still operating like we were back in the day of ink-well and paper and pony express. Again, does our HRIS software facilitate in-the-moment performance reviewing?

Comment on by susan clark

susan clark — Sat, 12 Feb 2011 17:55:04 +0000

Interesting perspectives….something to think about. Especially Tod’s comments. I’m a fan of HRIS software, Halogen in paticular, as I am in HR. Do you think this tool takes the headaches and tediousness out of the review processes for managers?

Comment on by katherine Jones

katherine Jones — Thu, 14 Oct 2010 00:03:31 +0000

When ranking are used department by departnemt, then used in layoff situations, capable people in one department may be let go over less compenent people in another department because no cross-division way exists to evaluate the comparative “value” of the employee to the organization.

Comment on by Tweets that mention Does a Results Oriented Work Environment (ROWE) work? | Raging Debates in HR -- Topsy.com

Fri, 07 May 2010 20:07:26 +0000

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Comment on by Narges

Narges — Wed, 28 Apr 2010 06:50:54 +0000

Yes, there should be continues appraisal, coaching and feedback. I believe in twice a year. To set the goals and review them every six months.

Comment on by Narges

Narges — Wed, 28 Apr 2010 06:46:27 +0000

Absolutely right, but the question is how to educate our managers to become performing managers? I have been facing difficulties to convince managers about the importance and value of performance appraisal system. They do it because it is the policy not because they are willing to do it so it became paperwork with some signatures and data on it.
They do not want to acknowledge about their lack of knowledge in HR strategies.

Comment on by Donna B

Donna B — Thu, 08 Apr 2010 21:55:27 +0000

I agree for the most part in Libby’s statements. My ideal performance management system would be quarterly check-ins (written comments (from both manager and employee on a simple form with a slightly longer annual assessment). In this way, positive feedback is assured more regularly. Also, areas of improvement can be called out more frequently for earlier course correction. I realize it may seem like a lot of work at first, but once the cycle gets going, quarterly feedback will be easier, more timely and more relevant to both manager and employee. Additionally, poorer performance has a better chance of improving and isn’t that what everyone wants?

Comment on by jose santiago

jose santiago — Mon, 05 Apr 2010 07:48:37 +0000

I think that merit is a relative incentive and usually does not have a long term positive effect – but people like to have a small differentiator for recognition of their efforts, above the recognition received outside of pay. Its an add on and part of the process not the driver. It is also often linked to company performance so masks too many other issues.
Combined short and long term incentives are better but not complete either. Bonus incentives have a desired effect but again have flaws.
Money rewards are needed, but recognition and visibility is more important creating role models and ‘heros’ all part of the culture of high performance.

Comment on by jose santiago

jose santiago — Mon, 05 Apr 2010 07:41:10 +0000

Agree and like the differentiation – only those in a development or short list should be informed – this helps manage expectations.

Comment on by jose santiago

jose santiago — Mon, 05 Apr 2010 07:38:31 +0000

Agree, as people change over time in any case, however,the real issues lies more in dealing with different cultures and the differences therein. This I agree with the above.
A western educated person aged 30 will be significantly different from a Middle Eastern person even if educated in the same educational institution – their personal values ad relationships will be very different, their life expectations and demands on them will differ as well. They will both want to do a good job and be successful and do right. This is the reality but their internal and cultural demands will affect them and how we deal with each one needs to be cases driven within a broad framework.