2015年2月10日 火曜日

The end-of-term employee evaluation

We are now approaching the end-of-term employee evaluation period.
Perhaps some of you might get a headache just remembering about the last performance evaluation or objectives management meeting.

▼ The following is a typical interview scenario that could happen at any company.

Salesman A was set a sales target of 50 million yen at the beginning of the term. He was short by 10 million yen from achieving his target. So during the interview with his manager, he says, "The target was actually unachievable in the first place. There is no way I could have made it anyway."

If you were the manager, what would you say?
1: Yes, you are right. I kind of thought the same. (Agreement)
2: Well, the CEO set these targets so there is nothing we can do. (Shifting of responsibility)
3: There is absolutely no point in having that attitude! (Snapping back in anger)

Unfortunately, reacting in any of these ways is likely to cause employees to lose their motivation, no matter how much time and expense you had invested in a good personnel evaluation and objectives management system.

If you were the manager, how would you continue this interview?

For example, what would happen if you were to analyze the reason for A's failure to achieve his objective?
(1) Is there a problem with his target business region?
(2) Are there any problems with A's sales pitch and presentation?
(3) Do the products not have good enough selling points? Do the direct marketing sales promotions not have enough appeal for the customers?

If (2) were the reason, A could do a few things to mitigate this, such as spending some fixed period of time with a skilled senior salesman to receive some on-the-job training, asking superiors and colleagues to check out his presentation skills, and more. You could repeat this Plan-Do-Check-Action process daily to grow the skills of the employees. This is precisely what we refer to as objectives management.

Management has a very important role in an organization. The management ranks need to change their mindset to understand their role's objective: to obtain the maximum results for their section's management resources (people, objects, money, and information). Managers have the important job of evaluating employees using suitable methods, and ensuring that their subordinates are helped to develop and grow over time.

Perhaps this points to the need to reform the mindset of the management ranks.
Our company has already had many inquiries with regard to management training.
We are really looking forward to meeting many managers this year.

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投稿者 株式会社マーシャル・コンサルティング | 記事URL



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