HR Strategy

10

November, 2014

LIFE’S LESSONS* Winter 2013, Real Issues…Reconstituted Facts


PERFORMANCE FEEDBACK – WHY BOTHER?

As year-end nears, many businesses are engaged in employee performance review processes. The approach differs – some conduct formal reviews tied to job descriptions and/or defined performance objectives; some solicit 360 feedback from peers, clients and direct reports; and some provide informal feedback reflecting on employees’ progress in their roles, accomplishments, or areas for improvement. Some businesses do not engage in any such process. Why are annual reviews a recommended HR best practice? And what pitfalls should you consider when providing performance feedback?
Let’s consider Joe, age 49, who works for Small Enterprise. Small Enterprise began with five employees in 2008, but business picked up substantially 2 years ago. Presently, Small Enterprise has 50 employees and is poised for significant expansion in the coming year, particularly in Production. Joe heads the Production Team and has been with Small Enterprise since shortly after it was founded. While Joe is pleasant and knows the mechanics of the function, senior management does not believe he has the drive and determination to oversee Production in its further expansion. They have identified a talented manager from outside, 13 years’ junior to Joe, with whom they would like to replace him.
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10

November, 2014

LIFE’S LESSONS* Fall 2013, Real Issues…Reconstituted Facts

SELECTING AMONG EMPLOYEES IN A RIF/DOWNSIZING

Let’s consider the subject of “graceful exits”, and how “graceful” is all in the eyes of the beholder.

Keith is a senior manager, who was recently advised that he needs to reduce his staff by three full-time employees before year end. Keith has selected the two lowest performers on his team (a man and a woman), as well as Alix. While Alix was rated a year-on-year average performer, Keith says there are some issues with her performance that have not been documented. Keith comments that Alix seems unhappy and does not get along well with her colleagues. Last month Alix had complained to HR about one of her coworkers. Keith views the severance package as a “graceful exit” for Alix.
Should Keith move forward with these terminations?
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