Archive for the ‘Employee Management’ Category

In economic tough times, which employees get to keep their jobs? Layoffs have traditionally aimed at employees with little seniority. Or maybe senior employees who are at the top of their pay scale.

Now, performance is what counts. And not just performing job tasks, all of the things that need doing, but actually accomplishing job results. “I did everything you told me to do, boss.” “But you missed opportunities here, and here, and here. You didn’t look up from your job duties and see the big picture.”

Organizations need employees who see where their job fits in terms of the larger scheme. “That’s not my job” is definitely out.

Organizations can teach employees to think more broadly by focusing jobs on the RESULTS THAT NEED TO BE ACCOMPLISHED and then specifying the duties that must be performed in order to accomplish the results.

What a wonderful basis for a performance appraisal.

The essence of the employment relationship is work to be accomplished for the organization—a job. Thus, job requirements are a natural focal point and the unifying basis for all employment and work actions, including: 

Writing a job advertisement 

Defining job qualifications 

Interviewing job applicants 

Orienting a new employee 

Coaching employee performance 

Designing training programs 

Counseling employees 

Appraising job performance 

Disciplining bad behavior 

Complying with laws and regulations 

Establishing pay structures 

Evaluating jobs 

Designing pay incentives 

Awarding bonuses 

Establishing job standards 

Setting job goals 

Building work teams 

Planning work systems 

Analyzing work processes 

Evaluating work results 

Re-engineering work processes 

Writing standard operating procedures 

Designing safety practices 

Generation Y employees can cause clashes with bosses and older workers because they want to jump in with new ideas to get things done. Faster and better. They want to mix it up with questions and ideas. They’re into doing.

A key to a relationship with a Gen Y’er is to establish agreement on the results that need to be accomplished. Many of the techniques of how to get there can be left to the creativity and adaptability of this new workforce.