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Optimizing Employee Appraisal: Navigating Objective and Subjective Assessments

With 18 years in IT management and 7 years in semiconductor distribution, I oversee a $100M Internet business at Mouser Electronics. This overview explores the complexities of employee appraisals, distinguishing between standard objective assessments and subjective evaluations. We will discuss the importance of effective appraisal systems, common pitfalls such as stereotyping and lack of feedback, and share scenarios of managing staff performance. Ensuring recognition of strengths is vital for productivity and morale in any organization.

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Optimizing Employee Appraisal: Navigating Objective and Subjective Assessments

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Presentation Transcript

  1. Hayne Shumate, MBA, PMP VP, Internet Business Mouser Electronics Managing Subjective Employee Appraisal

  2. 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

  3. Topics • Standard Objective Appraisal • Subjective Appraisal • Description • Pitfalls • Scenarios • Looking at it the other way around

  4. 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?

  5. 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???

  6. A Subjective Scale

  7. Pitfalls • Stereotyping • Grouping • Pre-Conceptions • Lack of feedback

  8. “As a manager you are judged by the people you hire” Rick Hill VP, Business Apps Zale Corporation • Everyone has an opinion. • Why does it matter? • When does it matter?

  9. Promotions! – Bonuses! – Recognition! • There is a new team. Which director gets it? • Who divides the bonuses? • Dept Head Resigns.Who is considered?

  10. Layoffs!!!!! • Which Director could lose a manager? • Which Director is at risk?

  11. Squaring Staff (Scenario 1) • Alan was the manager • He became an SME and Solutions Architect • Salary was high • Productivity was low • Challenges? • Strategies?

  12. Squaring Staff (Scenario 1) • “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.”

  13. Squaring Staff (Scenario 1) • 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

  14. Squaring Staff (Scenario 2) • Beverly was a former manager with 12 years • She was the authority on a strategic system • Salary was high • Productivity was low • Challenges? • Strategies?

  15. Squaring Staff (Scenario 2) • “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.”

  16. Squaring Staff (Scenario 2) • 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

  17. 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.

  18. 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?

  19. 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.

  20. Working for a Problem • Transferred and Promoted • Assessment reset with position

  21. Hayne Shumate, MBA, PMP VP, Internet Business Mouser Electronics ?

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