 A Quarterly International Service Newsletter |
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The Moorhill Monitor
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Volume 11 / Issue 3 / Date 3rd Quarter 2002 *
In this
Issue:
[To Think About]
[Coach To Win]
[Dancing Footprints]
[Arizona] [The Eight Quality Management Principles of ISO 9001:2000]
Moorhill International Group, Inc.
Fostering International Relations Through Commerce
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Source: UNKNOWN, 06/02
We have all seen that list of “Actual Narratives From Performance Appraisals of the Royal Canadian Mounted Police” (or was it the British Royal Air Force?). You know the one, it includes such succinct and well meaning evaluations as, “Joe is depriving a village somewhere of an idiot” and “Sets low standards and fails to achieve them.” I receive these by e-mail like clockwork from well-meaning friends and relatives about once a quarter. If only managing an employee’s performance, or training others to do so, were as easy as plucking a few choice selections off this list!
I wish I were offering the following tips in honor of that list. In truth, the subject of performance management comes up time and again in cases of employees claiming unlawful discrimination. Each and every claim of workplace discrimination I have seen has at its core, allegations that managers treated some employees better than others. And, in many complaints I have investigated, better performance management techniques might well have allayed employee’s feelings of discrimination.
That said, how can we, as managers, Human Resources professionals, business owners and the like, better manage employee performance and, hopefully, rid an organization of perceptions that unfair treatment is based on unlawful discrimination? This short list of tips – based on the acronym “COACH” – provides a start:
This is one of the areas most of us know, but few of us follow. Performance management should consist of regular, on-going feedback to employees on their strengths and development needs. Employees deserve the opportunity to correct any failings as soon as they are noticed. For strong performers, it is important to reward their successes as they happen and encourage them to continue. Plus, as someone who has written performance appraisals, I can agree that it is practically impossible to try to remember a year’s worth of accomplishments and deficiencies while staring at six blank boxes on a form. Just multiply that frustration by five, or ten, or thirty, and you have a recipe for incomplete appraisals and ineffective management of people.
“But,” managers complain, “I have a job to do!” My knee-jerk reaction (“Performance management IS your job”) will not likely cut the mustard. Some help in this regard might. Ask managers to meet with each employee informally at least once during the regular performance interval. This meeting should be short, without forms or submissions to HR. The idea is to communicate – two ways – on accomplishments and expectations. That’s all. The object of meeting once during the performance period will demystify the whole experience, and lead managers and employees both to be more open about such discussions outside of the regular “process.”
ON PAPER
You may think you have a great memory. You just might. But your memory of an event will rarely match exactly with that of others who witnessed the same event. That is why it is always a good idea to put performance discussions on paper.
Certainly, an employer’s “formal” system of performance management should be on paper. In fact, most organizations now document their annual reviews on a standard form and may even have that form computerized. Good. But any discussions with an employee about performance should also be put on paper. Not because you are creating a “paper trail” or some other nefarious sounding term. But because memories fade, because it would be great to have something to look at while completing the form at the end of the year, and because, well, sometimes there are disputes about whether or not a manager discussed a particular deficiency with an employee. I like to share such notes with the employee, as well. The idea is not to have secrets about performance expectations. But I leave it to you to decide whether a simple “note to file” requires an employee signature. Whatever you decide to do – do it in every case, with every employee.
AVOID EXTRANEOUS INFORMATION
Every so often, a manager takes the “on paper” suggestion to an extreme and commits information to paper that is not only extraneous, it is inappropriate. For example, the manager who, in a misguided attempt to excuse an employee’s poor performance, notes on the appraisal that “Jim’s performance this year suffered after he experienced his mental breakdown.” While Jim may have shared information about his personal situation with the manager, these comments have no place in the performance appraisal. First and foremost, the information is private. This appraisal may be reviewed by successive levels of management, or even managers from other organizations considering Jim for another position in the organization years from now. Surely Jim’s personal problems should not be shared with such a wide audience. Secondly, an appraisal should focus on expectations and performance to those expectations. Period. Did Jim meet his sales targets? Was he on time for work? Did he complete the number of projects he committed to complete?
That said, it is important for managers to be aware of problems their employees might be experiencing. Perhaps Jim could benefit from the employer’s Employee Assistance Program, or perhaps the issue implicates the Family and Medical Leave Act. Managers should be attuned to these situations and refer employees to Human Resources for assistance with personal matters which affect job performance.
CONSISTENCY
Any good performance management system does more than give feedback, it also allows for fair comparisons between and among employees. How else can managers decide on merit increases, promotions, assignments or transfers? Having a written performance appraisal that accurately captures an employee’s skills and development needs is an invaluable tool for managerial decision-making. The key, however, to making fair comparisons is to ensure consistency within the organization.
One way to achieve consistency within positions is to use the position description as the basis for developing ratings categories – thus each incumbent holding a particular position is rated on the same expected outcomes. In addition, many employers require the next level manager or HR to review or sign off on the performance appraisals for their organization. The reviewer should look for consistency in ratings across the organization, and address any issues before the reviews are delivered to employees. Finally, if performance reviews are tied to merit salary increases, the reviewer should also ensure that the written appraisal and the corresponding increase send the same message.
HONEST APPRAISAL
One of the most difficult – but most important – things managers can do is to provide a truly honest account of an employee’s performance. A performance appraisal is no time for sugar-coating. Employees have a right to know their deficiencies so that they may correct them. Employees also need to know the real reason why they have not been promoted, why they were not selected for that internal position, or why their merit increase is smaller this year.
When managers fail to reveal bad news, they put themselves and their employers in a risky position. Assume Suzanne receives performance evaluations that reveal no deficiencies. In fact, the appraisals mention her strengths in glowing terms. Suzanne is then passed over for promotion in favor of Bill, a male co-worker. When Suzanne inquires about the manager’s decision, she is told -- for the first time – that her communications skills are lacking. At the very least she will be upset she was not told about her deficiencies. More likely, she will not accept the explanation and will suspect that her gender was the real reason she was not promoted. As difficult as it might be, be honest with employees – both face-to-face and on paper – and make clear to them the areas of performance needing improvement.
This article could continue for many pages; the acronym COACH simply does not leave me room to discuss making sure managers and employees meet face to face, allowing employees to set goals and expectations for the coming year, or developing an effective system for employees who disagree with a review to raise and document their concerns. This short list of tips is a beginning of what I hope will be a continuing effort to improve our performance management systems. Or, failing that, simply return to one of my favorites from the list, “Has hit rock bottom and continues to dig.”
Source: Marifrances Bolger, Esq. 05/02
Imagine you and the Lord Jesus are walking down the road together. For much of the way, the Lord's footprints go along steadily, consistently, rarely varying the pace.
But your footprints are a disorganized stream of zigzags, starts, stops, turnarounds, circles, departures and returns. For much of the way, it seems to go like this, but gradually your footprints come more in line with the Lord's, soon paralleling His consistently.
You and Jesus are walking as true friends! This seems perfect, but then an interesting thing happens: Your footprints that once etched the sand next to Jesus’ are now walking precisely in His steps. Inside His larger footprints are your smaller ones, safely you and Jesus are becoming one. This goes on for many miles, but gradually you notice another change.
The footprints inside the large footprints seem to grow larger. Eventually they disappear altogether. There is only one set of footprints; they have become one. This goes on for a long time, but suddenly the second set of footprints is back. This time it seems even worse!
Zigzags all over the place. Stops. Starts. Deep gashes in the sand. A veritable mess of prints. You are amazed and shocked. Your dream ends.
Now you pray: "Lord, I understand the first scene with zigzags and fits. I was a new Christian; I was just learning. But you walked on through the storm and helped me learn to walk with you." "That is correct." "... and when the smaller footprints were inside of Yours, I was actually learning to walk in your steps; followed you very closely." "Very good. You have understood everything so far." "When the smaller footprints grew and filled in Yours, I suppose that I was becoming like you in every way." "Precisely." "So, Lord, was there a regression or something? The footprints separated, and this time it was worse than at first."
There is a pause as the Lord answers with a smile in his voice. "You didn't know? That was when we danced."
To everything there is a season, a time for every purpose under heaven: A time to weep, a time to laugh; a time to mourn, and a time to dance.
Source: Ecclesiastes 3:1-4 , 04/02
1. You buy salsa by the gallon.
2. Your Christmas decorations include sand and l00 paper bags.
3. You think a red light is merely a suggestion.
4. All of your out-of-state friends start to visit after October but clear out
come the end of April.
5. You think someone driving wearing oven mitts is clever.
6. Most of the restaurants in town have the first name "El" or "Los."
7. You think 60 tons of crushed red rock makes a beautiful yard.
8. You've signed so many petitions to recall governors that you can't remember
the name of the incumbent.
9. You notice your car overheating before you drive it.
10. Your house is made of stucco and has a red clay tile roof.
11. You can say "Hohokam" and people don't think you're clearing your throat.
12. You no longer associate bridges (or rivers) with water.
13. You see more irrigation water on the street than there is in the Salt
River.
14. You know a swamp cooler is not a happy hour drink.
15. You can say 115 degrees without fainting.
16. Every other vehicle is a 4x4.
17. You can be in the snow, then drive for an hour and it will be over l00
degrees.
18. Vehicles with open windows have the right-of-way in the summer.
19. People break out coats when temperature drops below 70 degrees.
20. You discover, in July, that it only takes two fingers to drive your car.
Refer to # 5
21. The pool can be warmer than you are.
22. You can make tea instantly.
23. You run your air conditioner in the middle of winter so you can use your
fireplace.
24. Most homes have more firearms than people.
25. Kids will ask, "What's a mosquito?"
26. People who have black cars or black upholstery in their car are
automatically assumed to be from out of-state or nuts.
27. You notice the best parking place is determined by shade instead of
distance.
28. The AC is on your list of best friends.
29. Monday Night Football starts at 5:00 instead of 8:00.
30. You know that Valley Fever isn't a disco dance.
31. You can finish a Big Gulp in 10 minutes and go back for seconds.
32. The water from the cold water tap is the same temperature as the hot one.
33. You can (correctly) pronounce the words: "Saguaro," "Ocotillo," " Tempe,",
"Gila Bend," "Canyon de Chelly," "Mogollon Rim," "Cholla," and "Ajo."
34. It's noon in July, kids are on summer vacation, and not one person is
walking on the streets.
35. You experience third-degree burns if you touch any metal part of your car.
36. You know better than to get into a car with leather seats if you're
wearing shorts.
37. Announcements for Fourth of July events never end with "in case of
rain......"
38. When someone asks how far you live from a location, it's always in terms
of minutes, not miles.
39. Everyone's smiling and talking about the great weather on rainy days.
40. If you haven't worked for Motorola at some time, you must be a newcomer.
41. You have to explain to out-of-staters why there is no daylight saving
time.
Submitted: Anonymously, 07/02
5. The Eight Quality Management Principles of ISO 9001:2000!
Organizations depend on their customers and therefore should understand current and future customer needs, meet customer requirements and strive to exceed customer expectations.
Key Benefits:
· Increased revenues and market shares obtained through flexible and fast responses to market opportunities.
· Improved customer loyalty leading to repeat business and referrals
Principle 2 - Leadership
Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization’s objectives.
Key Benefits:
· People will understand and be motivated towards the organization’s goals and objectives
· Activities are evaluated, aligned and implemented in a unified way
· Leading by example thereby enabling continual improvement
Principle 3 - Involvement of People
People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organizations benefit.
Key Benefits:
· Motivated, committed and involved people
· People feel accountable for their own performance
· People eager to participate and contribute to continual improvement
Principle 4 - Process Approach
A desired result is achieved more efficiently when related resources and activities are managed as a process.
Key Benefits:
· Ability to lower costs and shorten cycle times through effective use of resources
· Improved, consistent and predictable results
· Allows improvement opportunities to be focused and prioritized.
Principle 5 — System Approach to Management
Identifying, understanding and managing a system of interrelated processes for a given objective improves the organization’s effectiveness and efficiency.
Key Benefits:
· Alignment of the processes which will best achieve the desired results
· The ability to focus effort on the processes that matter
· Provides confidence to key interested parties of the effectiveness and efficiency of the organization
Principle 6 — Continual Improvement
Continual improvement should be a permanent objective of the organization.
Key Benefits:
· Increased competitive advantage through improved organizational capabilities
· Flexibility to react quickly to opportunities
Principle 7 - Factual approach to decision making
Effective decisions are based on the analysis of data and information
Key Benefits:
· Informed decisions
· An ability to demonstrate the effectiveness of past decisions through reference to factual histories
· Ability to review, challenge and change opinions and decisions.
Principle 8 - Mutually beneficial supplier relationships
An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value
Key Benefits:
· Increased ability to create value for both parties
· Flexibility and speed of agreed joint responses to changing markets
· Optimization of costs and resources.
Source:
ISO, Geneva, CH, 01/02
Moorhill Monitor
1998 / 1999 / 2000 / 2001 / 2002 Archives
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