Applied Payroll Management Monitoring and Appraising Performance. Tula Equipment Scenario
|
|
- Jacob Atkinson
- 6 years ago
- Views:
Transcription
1 Applied Payroll Management Monitoring and Appraising Performance Tula Equipment Scenario Six months ago Nora was hired as Payroll Manager by Tula Equipment, a manufacturing company that has 7 employees in the payroll department. Nora's predecessor had retired after 30 years with the company. When she was hired, Nora was told the payroll function worked smoothly, but she should get used to employees who were always complaining about their cheques. "Don't let it bother you," the Vice- President told her, "they tend to be impatient and the previous Payroll Manager didn't let the complaints get to her." This view of the Vice-President may not be shared by the other executives, as they may have been hoping for reform in the payroll department. After all, Nora was hired externally when there were seven potential internal candidates who knew the payroll function. Though nothing has been said to Nora, bringing her own management style to the department may send a message that she is the proactive Payroll Manager the company was seeking. Over her first few months in the position, Nora noticed a few behaviours that surprised her. Peter was responsible for answering employee enquiries. If Peter was on a break at his desk, he would ignore employees who had come into the payroll area with a question. Peter also muted the phone's ringtone when he was at lunch or was busy. Charles was enthusiastic and ambitious. He often stayed late to troubleshoot some problem that occurred. Nora sometimes saw Charles help employees who came to the office, even though that service was Peter's responsibility. Nora has also learned that Charles is taking courses to improve his knowledge of payroll. Mona is often close to tears because the U.S. employees complain by about the pays she has processed for the New York branch plant that was opened three months ago. Canadian Payroll Association Monitoring and Appraising Performance Scenario Page 1 of 6
2 This morning Nora received a memo from Human Resources that all performance appraisals were due in two weeks. Nora reviewed the performance appraisal form she was sent with the memo: 1. Ability to do the job 2. Attendance 3. Ability to get along with colleagues 4. Meets deadlines Unsatisfactory Satisfactory Excellent Comments She reviewed the previous performance appraisals for the payroll employees and saw that every member of the department consistently received a rating of 'Satisfactory' and the comments section was always blank. During the lunch break, Nora went for a walk and contemplated what she has to do to introduce an effective performance appraisal process to the department. She has many questions about the company s approach and attitude toward effective performance management and measurement. Develop a plan for implementing performance measurement tools and an effective performance appraisal process for the department. Notes 1. Students should read The Case Study, available on the Supplemental Resources site, for more information on the decision-making process to be used when developing their responses. 2. The student s response should be based on an understanding of the course material and personal and professional experiences. 3. The following is an example of one approach to this scenario. Students may come up with other approaches. Canadian Payroll Association Monitoring and Appraising Performance Scenario Page 2 of 6
3 Issue Nora must present performance appraisals for her employees within two weeks. Analysis (Barriers, Resources, Stakeholders) There are many things about the company we do not know: Are there stated corporate goals? How flexible is the performance appraisal form? Do other departments have performance standards and do other departments use appraisal forms that set measureable performance standards? Is there a training budget? Does the company have a professional development or career planning strategy? Nora can easily find the answers to these questions by contacting the Human Resources Department. She can integrate whatever resources are available into the performance appraisal discussions with her employees. The appraisal form does not present measurable performance standards and is therefore an unhelpful feedback tool. It also appears that the previous Payroll Manager did not take the appraisals seriously since everyone received the same rating and there were no comments to indicate feedback on performance or recommendations for development. The Vice-President's comment that the Payroll Department runs smoothly and the company s employees are an irritant, reflects a lack of knowledge of the operations of the payroll department. Perhaps the previous Payroll Manager had convinced the Vice- President that the department was extremely efficient. If there are no internal performance standards, the Vice-President would not have any point of comparison to indicate if the employees were being well-served. Nora has observed at least three areas for improvement: 1. There is no protocol for answering employee inquiries, whether they are in person, by or by phone. Peter has given employee enquiries low priority. Such behaviour may reflect a lack of interest or dedication on Peter's part, or it may indicate the absence of performance standards. One performance standard could be that employee enquiries receive attention before all other activities. Another standard could prioritize customer service, for example, an in-person gets attention before a phone is answered. Canadian Payroll Association Monitoring and Appraising Performance Scenario Page 3 of 6
4 There does not appear to be a service standard that will insure that the enquiries are answered during lunch breaks. If the department does not have the resources to answer employees enquiries when Peter is on a break or having lunch, a voice message and sign in the office can indicate the hours a team member is available to respond to enquiries. Without measurable performance standards to serve as a guideline, Peter may think he is doing an excellent job, while Nora may feel he is lazy and inefficient, which are more likely to be perceived as comments on his character instead of his performance. 2. Charles shows initiative and appears to perform beyond the level expected, yet his performance appraisals does not reflect this extra effort. Nora should explore if the company supports his studies with financial assistance and/or time off to study. He may be doing all this professional development on his own. If there is no acknowledgement of his efforts, and no clear pathway to advancement, Charles may look for opportunities at other companies. 3. Mona is being very emotional about the complaints she receives from employees at the U.S. plant. Without performance standards, it is not possible to determine if her performance is acceptable. How many mistakes are acceptable? Without performance standards, there is usually a temptation to focus on character and personality. If Mona is so emotional, does this mean she does not have the emotional stamina to perform her duties? Nora should explore if Mona has received any training on the payroll requirements for the U.S.-based employees. Mona may think that she is supposed to know all the rules and is trying to hide her lack of knowledge. She may fear the loss of her job if the complaints continue. There are no indications that the employees have ever been asked an opinion about the operations of the department. With the exception of Charles answering employee enquiries, the payroll department employees appear to operate independent of each other. Charles has not approached Nora about his ambitions; Peter has not alerted her of the inadequate resources dedicated to customer service and Mona does not appear to have asked anyone for help in dealing with the payroll legislation of a new jurisdiction. Canadian Payroll Association Monitoring and Appraising Performance Scenario Page 4 of 6
5 Alternatives 1. Do nothing Nora can ignore the request for performance appraisals. If asked why she has not delivered them, she can respond that she has not been in the position long enough and will need more time. 2. Replicate the performance appraisals of her predecessor. These forms have been accepted for years and will likely be accepted this time and filed away. The impression may be that all is well in payroll. 3. Nora can meet with her employees as a group and then individually, to set performance targets and control loops for monitoring performance. For example, as a group, the employees can set an achievable target response time for each employee enquiry. Peter may say he could easily answer all enquiries within five minutes, but no one has ever asked him to make customer service a priority. Or, Peter might say the department needs more resources to handle the volume of enquiries, in which case Nora can use this information to request more resources for the department. The team may also tell Nora that the high enquiry rate is the result of lack of training. They may tell her that they do not have access to training to keep them up-to-date on changes in legislation or on how to most effectively use the company's payroll system, and that is why they make mistakes. Nora can use the open discussion to develop a SWOT analysis of the department's performance targets: strengths (employees who try to do their jobs to the best of their abilities) weaknesses (lack of training and set performance expectations) opportunities (could Charles provide peer training for other members of the employees?) threats within the department (will Charles leave?) Together, the team can set targets for the payroll department, establish standards and measure their own performance. Nora's performance appraisals would indicate the goals of each individual, how they would be measured and the resources needed to achieve those goals. Canadian Payroll Association Monitoring and Appraising Performance Scenario Page 5 of 6
6 Action Plan The first thing Nora should do is gather information about the company's corporate objectives, performance standards, training and development policies and programs. She should find out if the company has a policy of benchmarking performance against similar functions in other companies in the same industry. Any of these elements will provide guidance and resources to establish a performance appraisal system for her department. While alternatives (1) and (2) are easy options to pursue, they demonstrate poor leadership. Alternative (3) provides Nora and her team with information on areas of weakness and strength within the department. While setting up goals and performance measures is an on-going process, Nora can provide Human Resources with valuable feedback within the two-week deadline. She can use the comment section of the performance appraisal form to indicate the achievements of each individual (Mona has taken on the responsibility of the U.S. payroll) as well as point out the resources needed to improve performance (Mona requires training on the legislative payroll requirements of the state where the plant is located). Each team member can participate in the appraisal to ensure that their needs are addressed. The needs highlighted by the appraisal review will form the foundation for Nora to develop a professional development plan for each member of her team and a performance improvement plan for the payroll department. Canadian Payroll Association Monitoring and Appraising Performance Scenario Page 6 of 6
Lesson 4: Continuous Feedback
PURPOSE The purpose of Lesson 4 is to describe how effective performance management is critical to the DoD culture of high performance; identify trust behaviors between supervisors and employees that build
More informationDetermining Your Performance Evaluation Mindset
Determining Your Performance Evaluation Mindset You should respond to this quiz as you actually think. The result of this quiz does not need to be shared. Answer each question true (T) or false (F) 1.
More informationManagers at Bryant University
The Character of Success for Managers at Bryant University Interviewing Guide (Revised 8/25/04) Career Strategies, Inc. Boston, MA A New Approach to Interviewing for Managers at Bryant University An interviewer
More informationUAB Performance Management 07/03/2018. Title Page 1
UAB Performance Management 07/03/2018 Title Page 1 Performance Management at UAB 3 What is Performance Management? 3 Performance Management and Employee Engagement 4 UAB Success Model 5 Performance Management
More informationHiring the Best: 29 Must Ask Interview Questions
Hiring the Best: 29 Must Ask Interview Questions National Institute of Business Management Presented by: Paul Falcone Date: June 23, 2009 Time: 1:00-2:15 p.m., ET www.businessmanagementdaily.com 1 Presentation
More informationThe New Boss. How to Survive the First 100 Days. Peter Fisher. Kogan Page ISBN
The New Boss How to Survive the First 100 Days Peter Fisher Kogan Page ISBN 0-7494-4764-8 Today successful executives move to new responsibilities every two to three years. People assuming successfully
More informationModule 5: Managing Stressed People
.../..' Module 5: Managing Stressed People Role Play Exercise In this role play session, you will have a conversation with an upset person, and have an opportunity to use your knowledge of communication
More informationCustomer Service Strategies That Will. from the Competition. Louis Feuer, MA, MSW
Customer Service Strategies That Will Separate You from the Competition Louis Feuer, MA, MSW Top 5 Things to Know for CE: Make sure your BADGE IS SCANNED each time you enter a session, to record your attendance.
More informationFundraising 101: Structuring and Developing an Effective Fund Raising Operation. Lawrence W. Reed President Mackinac Center for Public Policy
Fundraising 101: Structuring and Developing an Effective Fund Raising Operation Lawrence W. Reed President Mackinac Center for Public Policy In July 2003, Atlas co-sponsored an event with Fundacion DL
More informationLEADERSHIP PERFORMANCE CRITERIA
LEADERSHIP PERFORMANCE CRITERIA EMPLOYEE RESPONSIBILITIES (leadership) Job Knowledge Demonstrates an understanding and working knowledge of current role, profession, and industry. Has sought out personal
More informationASI Student Leader Learning Outcomes Assessment Results
Q1. Please indicate which area of ASI you are a Student Leader for: 11 73.33% Senate 2 13.33% Cabinet 2 13.33% BEAT Q2. In what ways were you involved prior to being a leader in ASI? (Check all that apply)
More information7 Interview Questions You Need to be Asking
7 Interview Questions You Need to be Asking PRACTICAL TOOLS 7 Interview Questions You Need to be Asking / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / /
More informationObserve the following key points:
introduction Module 1 Employee performance Welcome to the programme Introduce selves and the programme. Make sure all the housekeeping issues are dealt with including safety. Tell participants about the
More informationPCEF guidance notes. Area E Leadership and management
PCEF guidance notes Area E Leadership and management Unit PC9 Recruit and develop people This unit relates to the role of recruiting and developing people. You are expected to play a part both in analysing
More informationCOACHING USING THE DISC REPORT
COACHING USING THE DISC REPORT TAKING THE NEXT STEP Congratulations! You ve taken the first vital step in showing that you are a champion in your organization that wants to make a difference. Your employees
More informationTHE ART OF DELEGATION
THE ART OF DELEGATION Responding to Delegation Definition of Delegation Delegation the transfer of an activity while retaining accountability for the outcome. This could come from: Your boss Other supervisors
More informationCAREER FORWARD NAILING THE INTERVIEW
CAREER FORWARD 2 CAREER FORWARD No matter how impressive your résumé is, a great interview is the key to landing your dream job. Here s what you need to know! 3 CAREER FORWARD Know yourself inside and
More informationRETURN TO WORK Strategies for supporting the supervisor when mental health is a factor in the employee s return to work
ABSTRACT: Factors and strategies to help occupational health nurses assist in supporting the supervisor for return-to-work cases where the returning employee has experienced mental health issues. RETURN
More informationTailor Communication Techniques to Optimize Workplace Coaching
Tailor Communication Techniques to Optimize Workplace Coaching Hinda K. Sterling Herbert L. Selesnick & Sterling Selesnick, INC Tailor Communication Techniques to Optimize Workplace Coaching Whether it
More informationMEETS EXPECTATIONS EXAMPLE
MEETS EXPECTATIONS EXAMPLE Name William Worksafe Manager Linda Laboratory Title Manager- Health & Safety Grade 12 Review Period 07/01/2007 to 06/30/2008 School/Department Health & Safety Review period
More informationIDENTIFYING SIGNS OF EMPLOYEE DISENGAGEMENT
The Importance of Identifying Signs of Disengagement Highly engaged employees perform 20% better and are 87% less likely to leave the organization, making early identification of disengagement among employees
More informationPerformance Leader Navigator Individual Feedback Report For: Chris Anderson
For: Chris Anderson Finding your way in today's world of work Copyright ã 2007, 2008 Wilson Learning Worldwide Inc. This report includes ratings from: Self 1 Manager 1 Direct Report 5 Peer 3 Customer 4
More informationTitle: Social Intelligence and Leadership
Title: Social Intelligence and Leadership Instructor: Daniel Goleman Institution: Learners TV Dictated: 조소영 [0:10] Hello, I am Dianne (? 0:13) senior editor of Harvard Business review and I am delighted
More informationEXCEEDS EXPECTATIONS EXAMPLE
EXCEEDS EXPECTATIONS EXAMPLE Name William Worksafe Manager Linda Laboratory Title Manager- Health & Safety Grade 12 Review Period 07/01/2007 to 06/30/2008 School/Department Health & Safety Review period
More informationA CEO s perspective. Networking is like leadership. You can t be a leader for one hour and then go home and stop being a leader
Networking is like leadership. You can t be a leader for one hour and then go home and stop being a leader In Search of the Extraordinary Executive How to build your business by networking: A CEO s perspective
More informationBoosting engagement at Stryker
1 Boosting engagement at Stryker How a New Jersey plant changed its culture in less than a year Gallup Business Journal - 05 January 2012 by Jennifer Robison "Engaged people feel good about coming to work
More informationTreasurer. Club Officer Training
Treasurer Club Officer Training Agenda Treasurer Role Treasurer Responsibilities Treasurer Resources Session Objectives Identify your role Fulfill your responsibilities Find resources that help you Treasurer
More informationU.S. Bank Leverages ReviewTrackers to Improve the Customer Experience
CUSTOMER SUCCESS STORY Find out how ReviewTrackers helps businesses like yours. U.S. Bank Leverages ReviewTrackers to Improve the Customer Experience Financial services brand keeps a pulse on valuable
More informationThe Six Biggest Discipline Mistakes Leaders Make
The Six Biggest Discipline Mistakes Leaders Make and Five Best Practices for Avoiding Them Amy Castro www.amy-castro.com The Six Biggest Discipline Mistakes Leaders Make When you accept the title of leader,
More informationReport For: John Doe ID: UH Date: January 28, HOGAN ASSESSMENT SYSTEMS INC.
Report For: John Doe ID: UH565702 Date: January 28, 2016 2013 HOGAN ASSESSMENT SYSTEMS INC. INTRODUCTION The Hogan Personality Inventory is a measure of normal personality that contains seven primary scales
More informationLead with the Right Foot: Conducting New Staff Orientation Programs
Lead with the Right Foot: Conducting New Staff Orientation Programs Jacquelyn D. Elliott SACRAO Vice President for Professional Development & Marion Military Institute Chief Enrollment Specialist Agenda
More informationKathlyn Patton, Director of Personnel Services August by: Patricia Schaefer; 2005, Attard Communications, Inc.
Kathlyn Patton, Director of Personnel Services August 2008 by: Patricia Schaefer; 2005, Attard Communications, Inc. Leadership IQ, a leadership training and research company, shows that poor interpersonal
More informationQuick Write. Learn About. Seeking and Receiving Feedback in the Workplace. Feedback is the breakfast of champions.
LESSON 3 Quick Write Feedback is the breakfast of champions. Ken Blanchard, American author and expert on the subject of management Has someone ever praised you for your work on the job or in school? Has
More informationIndustry Best Practices for the 21 st Century. Bob Copper Self Storage
Industry Best Practices for the 21 st Century Bob Copper Self Storage 101 866-269-1311 The People The Product The Program The People Who s got the keys? It Starts with the Manager A Manager-Centric Business
More informationHow to Hire a Consultant
There are three reasons to hire a consultant: 1. You don t have the time 2. You don t have the expertise 3. You need a neutral or external perspective How to Hire a Consultant OPG s long-term relationships
More informationJob Interview Guide. 2. To clarify data on the application form, apparent inconsistencies, time gaps or other missing information.
Job Interview Guide The Job Applicant Interview should be an exchange of information and feelings and the development of an understanding between two involved people. Objectives of The Interview 1. To
More information6 Managing performance
SECTION 6 Managing performance It can be a rewarding experience to lead a team when each individual is contributing to the success of the whole team. However, difficult challenges facing a line manager
More informationWhy Employees Succeed, Fail, and Leave
MANAGEMENT DEVELOPMENT Why Employees Succeed, Fail, and Leave By Markku Kauppinen 44 AFSM International www.afsmi.org Most services organizations consider their people to be their most valuable asset,
More informationHOW TO NAVIGATE A CAREER FAIR
HOW TO NAVIGATE A CAREER FAIR Everett Community College does not discriminate on the basis of race, color, religious belief, sex, marital status, sexual orientation, gender identity or expression, national
More informationManaging a Mobile Workforce. Managing a Mobile Workforce. Managing a Mobile Workforce. Presented by 5 Star Consultants, LLC 1. Employees on the Go
Employees on the Go Challenges and Solutions Presented by Sharon M. Litwin OBJECTIVES Managing a staff that you don t see every day Communicate with staff in an effective manner Spend productive work days
More informationTerri Iverson LDS Travel Services Managing Conflict in the Work Place
Terri Iverson LDS Travel Services 801-240-5125 iversont@ldschurch.org Managing Conflict in the Work Place 1 Managing Conflict in the Work Place It was said by Abraham Lincoln When the conduct of men is
More informationGUIDE TO COMPLETING YOUR CAREER DEVELOPMENT PLAN
GUIDE TO COMPLETING YOUR CAREER DEVELOPMENT PLAN What is a Career Development Plan (CDP)? A CDP is a written summary of short and long term goals which support you to reach your potential for a different
More information2. Do any of the managers appear to have valid arguments for their beliefs as to why formal project management should not be considered?
1. What are some of the major problems facing the management of Hyten in accepting formalized project management? (Include attitude problems/ personality problems.) There are many problems faced by Hyten
More informationA Life and Business Changing Experience
A Life and Business Changing Experience Curriculum: Servanthood vs Stewardship 1 CASE STUDY: A TOUGH PERSONNEL DECISION Servanthood vs Stewardship Case Study: A Tough Personnel Decision The Truth At Work
More informationINTRODUCTION THE PROBLEM AND ITS CONSEQUENCES
EXPLORING CUSTOMER RELATIONS INTRODUCTION The best work environment is one in which employers and employees work together as a team, supporting, leading, and sharing goals. In such an environment, each
More informationToday s Global Executives Must Be Prepared to
1 Today s Global Executives Must Be Prepared to Assess new business destinations effectively Understand the prevailing cultural context quickly People s goals, motivations and expectations Structures and
More informationThe best Paralegal interview questions you ve not been asking
The best Paralegal interview questions you ve not been asking Have you been going through interview after interview but no one is standing out? Or are you still struggling to make a final decision between
More informationCustomer Service Interview Questions
Customer Service Interview Questions Did you know? According to the U.S. Department of Labor Statistics, making a bad hiring decision can cost employers 30 percent of the individual's potential earnings
More informationMentors: Measuring Success
Mentors: Measuring Success Your success is measured by many milestones. Your Mentee may realize for the first time that he/she has potential is confident and self-assured values education and the learning
More information2019 Webinar Catalog
2019 Webinar Catalog Table of Contents 2019 Webinar Series NEW! Deer Oaks 2019 Supervisor Excellence Webinar Series: Employee Engagement NEW! Deer Oaks 2019 Leadership Certificate Program NEW! Deer Oaks
More informationThe slightest perception of something negative happening can affect an employee s emotional state.
Employee feedback is the core of personal and professional growth. Feedback can help an employee get better at what they do, and surprisingly employees crave feedback. Most managers don t provide enough
More informationOperating procedure. Managing customer contacts
Operating procedure Managing customer contacts Contents 1. Introduction 2. Staff welfare 3. Application and context of this procedure 4. Defining and dealing with challenging customer behaviour 5. Equality
More informationCONCEPT OF COLLABORATION
1 CONCEPT OF COLLABORATION Guidelines on how to collaborate with your hiring manager to create the most effective video interviewing questions 1 INTRODUCTION This guide will provide a basic approach that
More informationEmployability Skills - Student Notes
Directions: Fill in the blanks. Employability Skills - Student Notes 1. Employability Is used to describe the work behaviors and personal qualities which make individuals more likely to gain and succeed
More informationThe Courage to Coach. Participant Materials. Permission granted for unlimited reproduction of this page.
The Courage to Coach Participant Materials Pretraining Assessment Read each question and write your answer in the space provided. This survey is a learning exercise only, not a test. Your responses will
More informationNorthern New England School of Banking
Northern New England School of Banking On the Road from Supervisor to Leader Part II Coaching and Counseling Watch Those Speed Bumps! Facilitated By: Linda S. Blessing, M.S. Ed. LINDA S. BLESSING, M.S.
More informationWelcome to O SA. Management & Supervision. Organization of Staff Analysts
Welcome to Management & Supervision O SA Organization of Staff Analysts 1 P O S Planning Organizing Staffing Manager s Responsibilities Making a Plan D Directing C Coordinating Getting Things Done C R
More informationUsing Key Principles to Build Rapport
Using Key Principles to Build Rapport Were you ever interviewed by someone who had little regard for your feelings? What did this person say or do, and how did you feel? How open were you with this person,
More information15 tips for managing negative reviews and difficult feedback. Wake up to Booking.yeah
15 tips for managing negative reviews and difficult feedback Wake up to Booking.yeah As the old saying goes, you can t please everyone, and this is unfortunately very true in the hospitality industry.
More informationBest Interview Questions:
Best Interview Questions: Question What are the biggest strengths you will bring to this organisation? What relevant experience do you have that you can bring to this role? Purposely open ended to allow
More informationManagers and Supervisors Performance Appraisal
Employee Information Managers and Supervisors Performance Appraisal Employee Name: Job Title: Current Appt Date: Department: Supervisor Name: Employee ID: Employment Status: Original Hire Date: Division:
More informationCommunication skills at work
1 Communication skills at work this chapter covers... This chapter is an introduction to the Applied business communications and personal skills Unit it explains how all the parts of the Unit fit together.
More informationPreparation For the Interview
THE ART OF INTERVIEWING An interview, whether it is for the purpose of securing full time employment, part time employment, or an internship, is a two way conversation between you and the person(s) conducting
More informationThe Generational Divide: Communication, Organization and Employee Engagement. Vicki Wille, MT (ASCP) SBB
The Generational Divide: Communication, Organization and Employee Engagement Vicki Wille, MT (ASCP) SBB Objectives Define generation and the span of years associated with Veterans, Baby Boomers, Generation
More informationTeam Conversation Starters
Team Conversation Starters This guide is intended to help you get started during your action planning session and/or to dig deeper into understanding the feedback you receive from your employees during
More informationMODULE 4 List and evaluate your personality traits to indicate self-understanding.
Student name: Date: MODULE 4 List and evaluate your personality traits to indicate self-understanding. Objectives: A. Define personality traits. B. Know examples of major personality traits. C. Evaluate
More information360 DEGREE PERFORMANCE APPRAISAL
360 DEGREE PERFORMANCE APPRAISAL You have been selected to provide feedback for the person identified below. Please use this form to provide feedback about the leadership behaviors which this person demonstrates
More informationEffective Management Response Strategies for Reviews & Surveys
Effective Management Response Strategies for Reviews & Surveys GUIDE Managing Guest Satisfaction Surveys: Best Practices Index Introduction 3 Why Respond to Guest Feedback 5 What to Consider When Defining
More informationEducating and Inspiring the World at Work
NOVEMBER/DECEMBER 2018 Educating and Inspiring the World at Work 64 2018 WorldatWork. All Rights Reserved. For information about reprints/re-use, email copyright@worldatwork.org worldatwork.org 877-951-9191.
More informationDelegated Authority Level 5. Human Resources Department. Job Purpose
Post: Delegated Authority Level 5 Team: Responsible to: Responsible for: Human Resources Department Director of HR & OD Recruitment Administrators X Job Purpose To take a lead role in managing and developing
More informationCustomer Services Charter
Customer Services Charter Promotion for the public benefit of the science and practice of building and construction About the Chartered Institute of Building Our Guiding Principles Our Commitment Customer
More informationInnovative Interviewing. A Guide to Understanding the Questions
Innovative Interviewing A Guide to Understanding the Questions I N T R O D U C T I O N T h e i n t e r v i e w i s a t y p e o f c o n v e r s a t i o n a i m e d a t m a t c h i n g t h e r i g h t p
More informationTied To a Disloyal Brand
International Journal of Business and Economics, 2017, Vol. 16, No. 2, 195-199 Tied To a Disloyal Brand Julia Sarah Hauck Universidad de Navarra, Spain Abstract A customer enters the branch of Mercedes
More informationInstruction Manual. May 2017 Performance Appraisal Process Local 2324 Represented Employees
Instruction Manual May 2017 Performance Appraisal Process Local 2324 Represented Employees Human Resources May 2017 TABLE OF CONTENTS Performance Appraisal Instructions or Memo from CHRO Page 3 Schedule
More informationWelcome to the work placement toolkit. Work placements made easy
Welcome to the work placement toolkit Work placements made easy 2 Introduction If you have ever advertised for a candidate and stated experience necessary, have you stopped to think where they might have
More informationANNUAL CUSTOMER FEEDBACK REPORT
ANNUAL CUSTOMER FEEDBACK REPORT 2016-2017 COMPLAINTS COMPLIMENTS LEARNING COMMENTS 2016-17 ANNUAL CUSTOMER FEEDBACK REPORT INTRODUCTION Welcome to Barnsley Council s Annual Customer Feedback Report. This
More informationLessons Learned Through Leadership
Thomas Jefferson University Jefferson Digital Commons Department of Rehabilitation Medicine Faculty Papers Department of Rehabilitation Medicine 7-2014 Lessons Learned Through Leadership John L. Melvin,
More informationLessons Learned Through Leadership
Thomas Jefferson University Jefferson Digital Commons Department of Rehabilitation Medicine Faculty Papers Department of Rehabilitation Medicine 7-2014 Lessons Learned Through Leadership John L. Melvin,
More information10 Key Components for a Winning Candidate Experience
White Paper 10 Key Components for a Winning Candidate Experience What is the Candidate Experience? According to Gallup, 70% of U.S. workers are disengaged. Given that statistic, it only seems logical that
More information6 SAFETY CULTURE ESSENTIALS
6 SAFETY CULTURE ESSENTIALS Many organizations want to improve their safety culture in order to reduce injury rates, save money, and increase productivity. But how does a company begin to foster a culture
More informationPERSONNEL (DIS)PARITY CHIEF TALENT DEVELOPMENT OFFICER THE PERFECT FIT CTDO WINTER 2016 ATD COPYRIGHT 2016
PERSONNEL (DIS)PARITY CTDO WINTER 2016 CHIEF TALENT DEVELOPMENT OFFICER THE PERFECT FIT PHOTO: SHUTTERSTOCK 5Rock Star Moves to Manage the Brand Called YOU Here are five ways to help you leverage the power
More informationEmployee Engagement in a Government Entity. By Brianna Ludwig. North Dakota Department of Commerce. January 2015
Employee Engagement in a Government Entity By Brianna Ludwig North Dakota Department of Commerce January 2015 The following white paper outlines employee engagement and company culture from a government
More informationDEAF DIRECT: Performance Management Policy: April Performance Management Policy
Performance Management Policy 1 Contents Introduction Aims of the Performance Management Process Benefits of the Performance Management Process Key Principles of the Process Job Descriptions Planning Performance
More informationMost organizations spend
Why Onboarding That New Hire Will Increase Your Bottom Line Most organizations spend tens of thousands of dollars on sourcing and interviewing potential candidates for positions in their companies, only
More informationTHE END OF CYCLE EVALUATION. United Nations Performance Management
THE END OF CYCLE EVALUATION A+ United Nations Performance Management The End-of-Cycle Evaluation While ongoing dialogue and feedback are critical throughout the cycle, managers must know how to document
More informationIntroduction. CLO Creative Outreach Strategies for the 21 st Century 1
CLO Creative Outreach Strategies for the 21 st Century 1 Introduction : Using Creative Communication Principles to Find the People You Need is based on the half-day workshop delivered to participants at
More informationEngagement Marketing. Take care of your company's brand by engaging potential clients
Engagement Marketing Take care of your company's brand by engaging potential clients TABLE OF CONTENTS 3 4 5 6 7 8 9 10 11 12 13 14 BUSINESS GOALS WOW EXPERIENCE - THE FIRST IMPRESSION NEWSLETTER EFFECTIVENESS
More informationHow to Use Psychometric Assessments to Achieve Great Business Outcomes
5 PRACTICAL CASE STUDIES FOR ALL PEOPLE MANAGERS How to Use Psychometric Assessments to Achieve Great Business s Read Here Ever wondered how psychometric assessments can be used to benefit your organisation?
More informationMillennials in the Workplace: Understanding & Overcoming Stereotypes
Millennials in the Workplace: Understanding & Overcoming Stereotypes In this Whitepaper As they continue to enter the workforce, professionals of the Millennial generation remain the subject of much debate
More informationLeadership Case Study
Leadership Case Study Takes Initiative Leadership Case Study: Sally and David MTCR is a leading company in the development and manufacturing of a broad range of custom hardware solutions. The company prides
More informationNGO Self-assessment through a SWOT exercise
NGO Self-assessment through a SWOT exercise Step 1: Analyse your NGO s Capacity > page 2 Step 2: Do the SWOT Exercise > page 5 Step 3: Make a Strategic Plan > page 8 Step 4: Implement, Monitor, Evaluate
More informationTHE NEW YEAR'S GUIDE TO EMPLOYEE ONBOARDING. Tips for Creating a Dynamic SIX Onboarding Program
THE NEW YEAR'S GUIDE TO EMPLOYEE ONBOARDING Tips for Creating a Dynamic SIX Onboarding Program If you re like most people, you ve had your fair share of New Year s resolutions slip through the cracks.
More informationThe First Four Weeks. Programme. Including a specific plan. for the First Six Days as a. New Recruiter Programme
The First Four Weeks as a New Recruiter Programme. Including a specific plan for the First Six Days as a New Recruiter Programme +44 (0)845 600 3990 RoyRipper.com info@royripper.com CONTENTS 1 INTRODUCTION
More informationMINSTHORPE COMMUNITY COLLEGE CUSTOMER CHARTER
MINSTHORPE COMMUNITY COLLEGE CUSTOMER CHARTER Our vision is to deliver high quality, customer focused services. One of our core principles is that customers should be treated with respect, dignity and
More informationUNDERSTANDING MANITOBA S REQUIREMENTS FOR PREVENTING HARASSMENT AT WORK
UNDERSTANDING MANITOBA S REQUIREMENTS FOR PREVENTING HARASSMENT AT WORK Harassment Prevention Requirements All Manitobans have the right to a safe and healthy work environment, free from harassment. This
More informationManaging Difficult People and Problems. Copyright 2013 by Profiles International. Printed and bound in the United States of America. All rights reserved. No part of the report may be reproduced in any
More informationInsight Hogan Personality Inventory (HPI)
Insight Hogan Personality Inventory (HPI) Report For: Sam Poole ID: UH608703 Date: 01.5.2018 2018 Hogan Assessment Systems Inc. Introduction The Hogan Personality Inventory is a measure of normal personality
More informationBUILDING GOOD WORK RELATIONSHIPS
Making Work Enjoyable and Productive How good are the relationships that you have with your colleagues? According to the Gallup Organization, people who have a best friend at work are seven times more
More information8.Performance Appraisal 1. Performance Appraisal Objectives of Performance Appraisal 2.Advantages of Performance Appraisal Promotion: Compensation:
SEC 8 Page 1 of 6 8.Performance Appraisal 1. Performance Appraisal is the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development.
More informationConducting a Recruitment and Selection Process Sample Tools, Templates and Operating Guidelines
Conducting a Recruitment and Selection Process Sample Tools, Templates and Operating Guidelines Prepared by: Carmen Drouin & Associates, January 2015 Prepared for: National Sport Federation Services Canadian
More information