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Managing Subjective Employee Appraisal

Hayne Shumate, MBA, PMP VP, Internet Business Mouser Electronics. Managing Subjective Employee Appraisal. Background. 18 years of management in IT 7 years in Semiconductor Distribution Certified Project Manager UTA Cohort MBA Current Position Responsible for $100M Internet Business

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Managing Subjective Employee Appraisal

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  1. Hayne Shumate, MBA, PMP VP, Internet Business Mouser Electronics Managing Subjective Employee Appraisal

  2. Background • 18 years of management in IT • 7 years in Semiconductor Distribution • Certified Project Manager • UTA Cohort MBA • Current Position • Responsible for $100M Internet Business • Report to CEO • 27 Positions in departmental budget

  3. Topics • Standard Objective Appraisal • Subjective Appraisal • Description • Pitfalls • Scenarios • Looking at it the other way around

  4. Standard Objective Appraisal • All companies of size have these systems • Paper or Electronic based • Standard across department or organization • Calendared • Private • Restricted • Managers often dread this. • Why?

  5. Subjective Appraisal • A collection of impressions about an employee’s capabilities and the appropriateness of their role. • Informal and non-standardized • Happens every day by everyone • Private???

  6. A Subjective Scale

  7. Pitfalls • Stereotyping • Grouping • Pre-Conceptions • Lack of feedback

  8. “As a manager you are judged by the people you hire” Rick Hill VP, Business Apps Zale Corporation • Everyone has an opinion. • Why does it matter? • When does it matter?

  9. Promotions! – Bonuses! – Recognition! • There is a new team. Which director gets it? • Who divides the bonuses? • Dept Head Resigns.Who is considered?

  10. Layoffs!!!!! • Which Director could lose a manager? • Which Director is at risk?

  11. Squaring Staff (Scenario 1) • Alan was the manager • He became an SME and Solutions Architect • Salary was high • Productivity was low • Challenges? • Strategies?

  12. Squaring Staff (Scenario 1) • “Having Lunch”, “Come to Jesus”, “Step Up –Step Out” • “You are highly compensated and your contribution does not match. • This is recognized outside our department. • Here is what the company and I need from you. • Do you have what you need to meet these requirements? • How can I help? • Let’s meet again in 30 days.”

  13. Squaring Staff (Scenario 1) • Alan met several of the goals • He identified contributions outside the goals • The business got what it needed • The change was apparent inside and outside the department • His change was recognized upward • His morale improved • Department productivity is improved • Frictions are improved • Perception of management is improved

  14. Squaring Staff (Scenario 2) • Beverly was a former manager with 12 years • She was the authority on a strategic system • Salary was high • Productivity was low • Challenges? • Strategies?

  15. Squaring Staff (Scenario 2) • “Step Up –Step Out” • “ You are highly compensated and your contribution does not match. • This is recognized outside our department. • Here is what the company and I need from you. • Do you have what you need to meet these requirements? • How can I help? • Let’s meet again in 30 days.”

  16. Squaring Staff (Scenario 2) • Beverly immediately began a job search • One of her first goals was cross training • She resigned in 45 days • Her salary was divided so that 2 new positions could be filled • She was pleased with her lower pressure position • Department productivity is improved • Frictions are improved • Perception of management is improved

  17. Managing Subjective Assessment • When your reports show strength you must make sure that it is recognized up, down and across. • Unmotivated, unproductive staff cannot be allowed to fester. • The discomfort of fixing a problem is much less than the cost of allowing it to remain.

  18. Managing Your Assessment • Make sure you are in an appropriate position. • Make sure you know what your supervisor needs. • Make sure your work is recognized. • Are you working for a “Problem?” • What if someone “Up or Outs” you?

  19. Working for a Problem • Working hard and innovating. • Brought e-commerce to the company. • Not being recognized by Problem in my reporting line. • CIO believes Internet is a “myth.” • Start job search & inform VP Marketing.

  20. Working for a Problem • Transferred and Promoted • Assessment reset with position

  21. Hayne Shumate, MBA, PMP VP, Internet Business Mouser Electronics ?

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