Leadership Roundtable “Jousting Sessions” Competency 2b – Developing Human Resources July 19, 2004.

Leadership Roundtable Leadership Roundtable “Jousting Sessions”“Jousting Sessions”

Competency 2b –Competency 2b –Developing Human Developing Human

Resources Resources

July 19, 2004July 19, 2004

Creating Positive Creating Positive CommunicationCommunication

ThroughThrough

Job EvaluationsJob Evaluations

IntroductionIntroduction

The “Alice Syndrome”The “Alice Syndrome”

Communication Is Communication Is FundamentalFundamental

Every Employee Deserves a Complete Understanding of His Job

Communication Is Communication Is FundamentalFundamental

Every Employee Deserves a Complete Understanding of His Job

Every Employee Deserves a Complete Understanding of Performance

Expectations

Job DescriptionsJob Descriptions

Broad, but Clearly Stated View of Job Requirements



Must Be Completed Before Position is Filled



Must Be Completed Before Position is Filled Need to Be Updated Continuously



Must Be Completed Before Position is Filled Need to Be Updated Continuously Need to Provide for Promotional Path -

Career Development


Job EvaluationsJob Evaluations Need to Supplement Regular Communication

Job EvaluationsJob Evaluations Need to Supplement Regular Communication Use of Objective Checklist/Forms

Job EvaluationsJob Evaluations Need to Supplement Regular Communication Use of Objective Checklist/Forms Use of Subjective Memorandum

Job EvaluationsJob Evaluations Need to Supplement Regular Communication Use of Objective Checklist/Forms Use of Subjective Memorandum Based on Measurable Goals

Job EvaluationsJob Evaluations Need to Supplement Regular Communication Use of Objective Checklist/Forms Use of Subjective Memorandum Based on Measurable Goals Role of Self-Evaluations

Job EvaluationsJob Evaluations Need to Supplement Regular Communication Use of Objective Checklist/Forms Use of Subjective Memorandum Based on Measurable Goals Role of Self-Evaluations Role of Peer Evaluations

Job EvaluationsJob Evaluations Need to Supplement Regular Communication Use of Objective Checklist/Forms Use of Subjective Memorandum Based on Measurable Goals Role of Self-Evaluations Role of Peer Evaluations Role of Reverse/Supervisor Evaluations

Job EvaluationsJob Evaluations Need to Supplement Regular Communication Use of Objective Checklist/Forms Use of Subjective Memorandum Based on Measurable Goals Role of Self-Evaluations Role of Peer Evaluations Role of Reverse/Supervisor Evaluations Be a Confidential Document Between

Supervisor and His Subordinate


360-Degree Evaluations

– Also called Multisource Assessments

– Based on employees being motivated more by esteem of coworkers than to win the respect of their supervisor alone.

360-Degree Evaluations

–Generally involve 5 0r 6 evaluators• Employee Chooses 3 or 4

• Supervisor Chooses 1 or 2

• Should Include Self-Evaluation

Relationship Between Evaluations and Merit Pay

Compensation Systems are Quickly Changing to Merit Based Only



Direct Correlation Should Exist Between Performance and Pay Changes



Direct Correlation Should Exist Between Performance and Pay Changes

Specific Challenges Within Not-for-Profit Entities

Recommended Books:

Managing Human Resources – Sherman, Bohlander, Chruden

Human Resources in the 21rst Century – Effron, Gandossy, Goldsmith

Complete Idiots Guide to Human Resource Management – Pell

Complete Idiots Guide – Performance Appraisal – Margrave and Gorden

360 Degree Feedback – Edwards and Ewen

ConclusionConclusion

Leadership Roundtable “Jousting Sessions” Competency 2b – Developing Human Resources July 19, 2004.

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