6.2.1 Human Resource

V

Vash Stampede

#1
Hi Everyone,

I had some problem lately on how would I document to show on how to select, train, and assign personnel to specific task? For example, an engineer was promoted to supervisor.

Any feedback would be appreciated.
Thanks in advance.

Vash
 
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#2
IMO, a checklist with a matrix of skills level development, signed by the superior, will define whether a person is competent and is ready to move on to a higher role / position.

This will be a record.

For instance, if the auditor ask why Mr. A being promoted frm engineer to supervisor ?
You can always show them the above records, with a satisfactory remarks from his supervisor recommending him to be promoted to a higher level.
Of course, the matrix will have to be included to knowledge evaluation, skills level evaluation etc. to prove that he is ready / trained to take on other higher position / responsibilities.

Hope I've answered your question...;)
 
A

Al Dyer

#4
Vash,

At what level are your employment standards? Are there requirements for passing to a different level of the organization and how those requirements might be met or sidelined a bit with the experience of the person???

Experienced people are the way to go!!!

Al...
 
R

RosieA

#5
Hi Vash,

I am browsing this thread looking for a specific issue, and saw this posting. I realize I'm responding several months after you intially posted this, but I'd like to comment.

I think that it is as simple as YKT suggests. But we often forget about the special skills required by supervision and management when we promote or hire.

I think that many companies promote workers to supervisory and managerial levels based on their job knowledge vs on the skills needed to be a manager or supervisor. as a result they get a technically competent person who is an unskilled or lousy manager. That has a direct effect on the company's ability to perform to goals.

What I've seen companies do, and YKT and Al both alluded to this, is create a checklist of qualities that a good manager must possess and then promote someone who either has those skills or else has the ability to learn them. Xerox had one I saw some years back called "How to be a Role Model Manager" that I thought was excellent I'll see if I can dig it out of the archives for you. It clearly said, that if you wish to progress upward at Xerox, you must have certain qualities and be an active supportor of those things important to Xerox. (quality leadership was one)

The standard says that people performing work (affecting quality) need to be competent based on appropriate education, training, skills and experience.

This includes Managers, because they effect so much of the work being done.
 
#6
RosieA said:
Hi Vash,

...
I think that many companies promote workers to supervisory and managerial levels based on their job knowledge vs on the skills needed to be a manager or supervisor. as a result they get a technically competent person who is an unskilled or lousy manager...
Rosie, I can't tell you how many times I've seen this happen. They end up taking their best performer and promoting him/her, only to mess up both the production, and the management. The bad thing is in many cases, both the promoter and the promotee are too proud for the skilled to go back to production. I've seen a lot of good folks leave a company as a result. :agree:
 
B

Bob_M

#7
db said:
Rosie, I can't tell you how many times I've seen this happen. They end up taking their best performer and promoting him/her, only to mess up both the production, and the management. The bad thing is in many cases, both the promoter and the promotee are too proud for the skilled to go back to production. I've seen a lot of good folks leave a company as a result. :agree:
I've seen this at our small company as well, only it wasn't a demotion as much as it was a cut back in office personnel. One person's ego could not handle being back in prodution so he quit.

Foolish or smart me (depending on my mood) did stick it out.
Temp->General Production->Maintenance Tech->Product Engineer (B.S.M.E)->General Production->Quality Mgr + Product Engineer->???? Hopefully I stay where I am :eek:
 
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