Tag: performance

How to Make Performance Appraisal Become Beneficial

To make a performance appraisal works and be beneficial for you is much more important rather than to hate it for nothing. In fact, a feedback about the job (that) you perform sometimes can be a hard exercise. Many HR professionals find that they have always been surprised on how they have to harass, herd, and seemingly threaten employee and supervisors to accomplish their evaluation of performance appraisal process portion. No wonder that many HR professionals question about why the performance appraisal should be hard exercise.

A good question about the performance appraisal is whether it will make a difference in your pay or not. The fact shows that numerous employers allow the score of the entire performance evaluations on employee to influence the increasing pay. Continue reading →

Organizational Performance Analysis and Training Performance

The 10 sequential steps of what I call The Training Process include: 1) organizational performance analysis; 2) training-needs integration plan; 3) competency descriptions; 4) learning objectives; 5) participant analysis; 6) learning design; 7) evaluation and measurement; 8 ) learning program administration; 9) reporting individual progress, and 10) assessing organizational achievement.

Those ten steps will greatly enhance organizational effectiveness, and drive business performance. Continue reading →

How to Improve Quality and Work Performance

A critical element in an ongoing quality assurance program is follow-through. Managers, supervisors and those who actually do the work need support, recognition and encouragement in their quality assurance efforts.

You can download excellent powerpoint slides on HR management, business strategy and personal development HERE.

In Japan, and increasingly in the United States and Europe, this support and ongoing attention to quality at the “grass roots” or “worker” level is supplied by some¬thing known as the Quality Circle. A Quality Circle is a relatively small group of people (5 to 20) who come from the same work group and who meet weekly, bi-weekly or monthly to discuss quality problems. The group is usually led by a supervisor or senior employee. Continue reading →

Quality Improvement and Performance Analysis

Most companies, concerned about sagging productivity, tend to place too much emphasis on the quantity of work turned out per employee, as opposed to the quality of work produced.

You can download excellent powerpoint slides on HR management, business strategy and personal development HERE.

The amount or quantity of a particular product or output produced by an employee is easily measured and often serves as the basis for a performance rating, pay raise or promotion. As a result, quality is often lost in the rush to produce. And the once omnipresent words “Made in America” are giving way to foreign labels. Continue reading →

Traditional Performance Appraisal System is Failing

A conversation with Jay Beecroft can be a heady experience. Topics change and twist; one good thought invariably triggers two more. We recently had the good fortune of finding Beecroft at his St. Paul, MN base of operations and available for lunch. Between soup and salad, we gathered the following classic “Jayisms.” Continue reading →

Evaluating the Performance of Sales People and Sales Managers

In most cases, evaluating the performance of salespeople is pat. They either make their numbers or they don’t. Perhaps an oversimplification, but not a monumental one. Evaluating the performance of the safes manager, though, has traditionally been more art than science.

You can download excellent powerpoint slides on HR management, business strategy and personal development HERE.

“At State Farm,” says Donald W. Frischmann, agency division vice president, “we felt that it was both im¬possible and unrealistic to attempt to evaluate the performance of agency managers (sales managers) until we developed a realistic data-supported basis for evaluation. From a research standpoint, we needed to capture and verify the key dimensions of the sales manager’s job. From a corporate standpoint, we knew we would have to use this information to define the role we expected sales managers to fill, communicate those expectations, and help current sales management see how those key performance dimen¬sions were, in fact, the essence of good sales management.” Continue reading →