Revamping the System It is your first six months at your new job as an HR assistant at Groceries for You, a home delivery grocery service. When you ask the HR director, Chang, about performance evaluations, he just rolls his eyes and tells you to schedule a meeting in his Outlook calendar to discuss them. In the meantime, you gather some data that might be helpful in your discussion with Chang. Number of managers 4 Number of employees 82 Delivery—38 Warehouse—24 Average span of control Marketing/technology—16 11—customer service 1—delivery manager 1—warehouse manager 1—marketing and technology manager 38—delivery drivers 24—warehouse workers 1—tech support Job types 5—marketing and website design When you meet, Chang is very forward with you about the current process. “Right now, managers groan when they are told they need to complete evaluations. The evaluations are general—we use the same form for all jobs in the organization. It appears that promotion decisions are not based on the evaluations but instead tend to be based on subjective criteria, such as how well the manager likes the individual. We really need to get a handle on this system, but I haven’t had the time to do it. I am hoping you can make some recommendations for our system and present them to me and then to the managers during next month’s meeting. Can you do this?” 1. Detail each step you will take as you develop a new performance evaluation system. 2. Identify specifics such as source, type of rating system, and criteria plans for each job category. Discuss budget for each performance evaluation. Address how you will obtain management buy-in for the new process. 3. Develop PowerPoint slides for your presentation to management about your proposed process and forms.
Revamping the System
It is your first six months at your new job as an HR assistant at
Groceries for You, a home delivery grocery service. When you ask the
HR director, Chang, about performance evaluations, he just rolls his
eyes and tells you to schedule a meeting in his Outlook calendar to
discuss them. In the meantime, you gather some data that might be
helpful in your discussion with Chang.
Number of managers
4
Number of employees
82
Delivery—38
Warehouse—24
Average span of control
Marketing/technology—16
11—customer service
1—delivery manager
1—warehouse manager
1—marketing and technology manager
38—delivery drivers
24—warehouse workers
1—tech support
Job types
5—marketing and website design
When you meet, Chang is very forward with you about the current process.
“Right now, managers groan when they are told they need to complete
evaluations. The evaluations are general—we use the same form for all jobs in
the organization. It appears that promotion decisions are not based on the
evaluations but instead tend to be based on subjective criteria, such as how
well the manager likes the individual. We really need to get a handle on this
system, but I haven’t had the time to do it. I am hoping you can make some
recommendations for our system and present them to me and then to the
managers during next month’s meeting. Can you do this?”
1. Detail each step you will take as you develop a new performance evaluation
system.
2. Identify specifics such as source, type of rating system, and criteria plans for
each job category. Discuss budget for each performance evaluation. Address
how you will obtain management buy-in for the new process.
3. Develop PowerPoint slides for your presentation to management about your
proposed process and forms.
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Identify specifics such as source, type of rating system, and criteria plans for each job category. Discuss budget for each performance evaluation. Address how you will obtain management buy-in for the new process?
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