HRComatrix

On Fearful Employees: What should the Production Manager do? The issue here is about frustrated and fearful employees. They fear retaliation and therefore do not "voice their disgust with the Company." So, what should the production manager do? ( http://hr.toolbox.com/people/hrpractitioner/ ) This is why engagement survey results cannot be taken for granted. However, I have observed that employees would be more open to answer freely if they are assured that their direct supervisor, or production manager cannot view the answers. In any event, it is important that surveys be anonymous and taken out of sight of direct supervisors. In the event that the survey happens to be in the form of an open discussion, it is obvious that results could not be valid nor reliable to a great extent. Maybe the question here is not about an engagement survey. Is it about having a discussion group in the context of process improvement? In that event, there is a need for a neut...

On Promotion Criteria Using Forced Ranking: Effect on Promotion Success How often a manager would say "numbers do not lie. This is objective" whenever presenting a performance evaluation? Objectivity is relative in the sense that results derive from both controllable issues and uncontrollable ones, both from the employee's and the manager's standpoint. More importantly, when the manager creates the surrounding factors that will affect performance, who is liable for the results? So, I cannot agree enough with the fact that performance evaluation can be so flawed and far from being reflective of an individual performance, let alone potential. It is so crucial to train supervisors on the meaning of any performance system, be it a forced ranking or forced distribution. There is so much technicality in a performance appraisal that is misunderstood by supervisors. My concern is that in large corporations, particularly those having a divisional structur...

Synopsis on KPI for Marketing Staff What Key Performance Indicators (KPI) should be used for Marketing Staff? It is best to measure your performance based on the following: 1) In relation to company performance: therefore, performance indicators that are common to all departments, shared within the company and that the company puts emphasis on. 2) Department specific performance indicators. Although you can get some general insights from other organizations, your main focus would be to ask yourself and the leadership what best measures the success of the marketing department. How does the marketing department relate to the company's goals and to what extent? What defines your marketing department? What is it to accomplish? That would be a starting and revolving point. And of course, weighing is important for fairness.