MANAGING SUBJECTIVE EMPLOYEE APPRAISAL

Hayne Shumate, MBA, PMPVP, Internet BusinessMouser Electronics

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

Topics

Standard Objective Appraisal Subjective Appraisal

Description Pitfalls Scenarios

Looking at it the other way around

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?

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???

A Subjective Scale•Interested in the prospering of the company•Big effort when needed•Responsible and Capable•Can grow to larger roles

A Player•Reliable•Keeps the company moving•Not a problemB Player

•“This page intentionally left blank”

Pitfalls

Stereotyping Grouping Pre-Conceptions Lack of feedback

“As a manager you are judged by the people you hire”Rick HillVP, Business AppsZale Corporation

Everyone has an opinion.

Why does it matter?

When does it matter?

Dept Head(1)

Director

A B

DirectorProble

mProble

m

Dept Head(2)

Promotions! – Bonuses! – Recognition!

There is a new team. Which director gets it?

Who divides the bonuses?

Dept Head Resigns.Who is considered?

Dept Head(1)

Director

A B

DirectorProble

mProble

m

Dept Head(2)

Layoffs!!!!!

Which Director could lose a manager?

Which Director is at risk?Dept Head(1)

Director

A B

DirectorProble

mProble

m

Dept Head(2)

Squaring Staff (Scenario 1)

Director

A B+ Problem

• Alan was the manager• He became an SME and Solutions

Architect• Salary was high• Productivity was low

• Challenges?

• Strategies?

Squaring Staff (Scenario 1)

Director

A B+ Problem

• “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.”

Squaring Staff (Scenario 1)

Director

A B+ B

• 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

Squaring Staff (Scenario 2)

Director

A B+ Problem

• Beverly was a former manager with 12 years

• She was the authority on a strategic system

• Salary was high• Productivity was low

• Challenges?

• Strategies?

Squaring Staff (Scenario 2)

Director

A B+ Problem

• “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.”

Squaring Staff (Scenario 2)

Director

A

New

B+

New

• 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

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.

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?

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.

CIO (Problem)

B

A ME(A)

VP Marketing(B)

Working for a Problem

Transferred and Promoted

Assessment reset with positionCIO (Problem)

Director(B)

A

VP Marketing(B)Me Director (A,B,Problem?)

?

Hayne Shumate, MBA, PMPVP, Internet BusinessMouser Electronics