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What type of employee review structure would you implement?

Posted in Human Resources on November 10, 2011
There are (2) comments permalink

Donna is the HR Director for an accounting firm with locations all over the country. She has four regional HR managers reporting to her and each services multiple locations with their own general managers. The company’s president has tasked Donna to standardize the employee review and development process company wide. Until now every location managed this on their own utilizing HR as a resource for recruiting but not employee development. Donna knows this is a huge challenge to implement the right system and get buy-in. She also realizes that her regional HR managers need to gain acceptance in each of their offices for a role they have never taken before. Donna has six months before her initial recommendation to the company’s president.

What actions should Donna take on herself and what should she delegate?
What employee review structures should she consider?
How can she incorporate the location general managers into the process?

Comments (2)

Mark Herbert posted on: February 19, 2013

I think you start with what the primary purpose of the review system is:
- Is it to distribute compensation?
- Will you use it to determine and address skill gaps?
The President obviously has some ideas or objectives in mind in wanting to "standardize" the process. I think you start with a model that can accomplish that. I think there is also an opportunity to have collaboration between HR and the "client" about what weare trying to accomplish.
Performance evaluation also has compliance implications. Too much autonomy could provide an environment ripe for dissension and potential litigation.
My approach would be to agree on the "musts" that need to be included and consistent. This will likely include some education. Then move on to the "elective" or additional potential benefits on a collaborative basis.
I wouldn''t limit my "team to the HR people or the GMs. Get some working manager input as well. I suspect they will be using the system much more frequently than the GM''s or executive team...

HRMaster posted on: April 13, 2012

Donna can start by meeting one on one with each of the regional General Managers and explain what she has been asked to do while getting their initial thoughts/feedback on the concept. Also she should explain to the GM that she will have her HR Managers start an information gathering activity for each location to be able to come up with the best overall approach. Then she can meet with her regional HR managers and have them start working on a pros and cons list of things that they are already doing at each of their locations. Once she gets the detail of what each location does, she can customize a new approach that utilizes the good of each, plus adding in any additional ideas she has. She should sit down once again with each GM and gain buy-in before bringing it to the company president.