Performance Appraisals - Items that employeees can be measured on

Z

zzz123

#1
I need to create an outline of items that employeees can be measured on to determine things like pay increase, bonuses etc. Any help would be appreciated.
 
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R

RosieA

#3
Wow, this is a pretty broad topic. I suspect that the answer lies in your company's value system, and will differ depending on the type of job and the level of responsibility for that job.

Here are a couple of thoughts from present and past employers:

Hourly employees:Scrap rates, personal ppm rates, productivity rates, number and complexity of the jobs the person can do, attendance, cooperation with supervision

Salaried employees:Annual objectives performance, performance on job-specific duties and responsibilities, openess to change, interpersonal skills, communication skills, attendance

Every company will have its cultural "hot buttons" that can expand this list.
 

Wes Bucey

Quite Involved in Discussions
#5
I don't mean to throw cold water on your plans, but I am adamantly opposed to the concept of performance appraisals for any purpose other than finding opportunities for improvement or "refresher" training - certainly I am against such any appraisal which implies the worker is more responsible for the effectiveness of a process than the management which devised the process.

I'm pressed for time today, but you might try searching the term "performance appraisal" here in the Cove to see what we have discussed in a number of threads about this topic.

If you are not familiar with Deming's take on performance appraisal, say so and we will give you links to some of his views. (Deming is one of the major Quality gurus of the recent past if you are unfamiliar with who he is/was.)
 

Caster

An Early Cover
Trusted Information Resource
#6
Go the other way

zzz123 said:
I need to create an outline of items that employeees can be measured on to determine things like pay increase, bonuses etc. Any help would be appreciated.
You already heard Deming hates performance measurement.

Look up Tom Peters and especially Ricardo Semler...there's some food for thought!
 

Wes Bucey

Quite Involved in Discussions
#7
This is one of the threads I was thinking about where we discussed performance appraisals.
Do performance appraisals and systems thinking sit comfortably together?

Use the advanced search function for the term "performance appraisal" to find others.

Tom Peters is certainly an interesting character. I vaguely recall an interview where he once said the reason his books sold so much better than visionaries like Drucker and Deming was they looked deep into the future and he only looked around the next corner - the theory being that the book buying public weren't worried about the real future, just what was around the next corner.

Another popular writer freely admits his work is deliberately shallow to attract the book buyer - Ken Blanchard.

It is extremely difficult to stick to principle when other folks are out touting quick fixes like Management By Objective, or firing the bottom ten per cent performers and finding ready audiences of folks willing to shoot for the "safe and shallow."

When I decry performance appraisal, it is not the appraisal itself I rail against, but the purpose to which the results are put - "determine things like pay increase, bonuses etc." rather than plans for making changes to the work environmenbt to increase performance level of ALL workers.

Consider two identical lathes running side by side operated by two different people and running two separate products.

Lathe one is running a proprietary part which no other company makes and it produces a phenomenal profit (after cost of material, labor, wear & tear on the lathe, etc.) of $100,000 per year. The lathe two runs a humdrum commodity part out of extremely tough material which causes increased wear on tooling and machine. Lathe two only generates $20,000 profit per year.

We do a performance appraisal of employees and find operator of lathe one is happy and smiling and in good control of his machine. Lathe two operator is grumpy because he constantly deals with broken tooling and minor breakdowns on Lathe 2 and spends the bulk of his time struggling to generate product. Facts are facts - Lathe one operator is obviously more successful than Lathe two operator. Does he deserve raise and bonus for luck of the draw which gave him easy part versus Lathe two operator who got the short end of the stick? (same with salesmen and different territories)

How about the lathes? Do we discard lathe two because it doesn't generate same profit as lathe one?

Ultimately, many of the factors folks ascribe to the worker in assessing performance are really out of the control of the worker. Most folks perpetuate the unfairness by looking at the wrong root targets in assessing performance and attribute poor performance to the ones with the least power to affect the real performance factors.

Folks persist in saying THEY can select the true factors which should be rewarded. I haven't seen a convincing argument yet, but I will keep an open mind.
 
E

ezorangee

#8
In Agreement

I have yet to see a performance appraisal that has worked...no matter what form it was in. I was always a little put off with the concept, but when I heard (and I do not no where I heard this) that if you insist on doing performance appraisals, then do them as a departement, area, or even the plant as a whole. If salary increases or a bonus was based on this concept of appraising performance, in the beginning problably no one would get an increase!
 
S

sue32

#9
Stepping down

:confused: I was forced into stepping down from a Quality position that I enjoyed and I am now a assembbly worker. I am working with person that I audited and they are not to kind to the X quality assosiate. I see so many non conforming issues going on and do not know what to do about it. I am basically the bottom of the barrel after 6 years in Quality. I would like some advise on what I can do until I find another employer. I had very good Performance Appraisal and have some concern that this is a easy way for management to lie to you so you are feeling that everything is ok. I guess I am just confused about the whole thing. I am currently looking for another job because I cannot stand that I may be in part with the assembly persons passing bad parts.
 
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Steve Prevette

Deming Disciple
Staff member
Super Moderator
#10
I'm glad to see the discussion that has already occurred. Yes, my vote is "just don't do it".

Them comes the related issues of bonus pay or pay for performance which appeared to be part of the original question . . .
 
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