Job ID
1695715793
Duration
4508seconds
Summary
- Glacier had a sheet of progression curves for every individual. They were updated each year by the personnel function in conjunction with the manager. This is where pay increases were going through. It was unusual even today behind every individual having merit based pay systems.
- The manager's manager is to take a look at or equilibrate the performance appraisal assessments or personal effectiveness assessments. They're looking for patterns which managers seem to be very stringent in rating, which managers may be more generous. Here might be an opportunity for some coaching and mentoring between managers around comp and performance management.
- At Roche, employees were satisfied with the Pay program. Roche used an employee relations survey probably once every two years. A lot of those kinds of situations can be headed off by HR or the MRR.
- Employees sit down with their managers to get feedback about their effectiveness appraisal. It's the first honest feedback they've ever had. justifying those ratings are important. There are some very clear principles that can be derived from these practices.
- The effectiveness appraisal process and the first feedback is the first time people understand that accountability is real. Accountability is an abstract concept. It doesn't become real and visceral. You have to begin at the moment that you declare we're going to become a requisite organization.
- This is my suggestion. Why don't we take a food break now, a little food break, and then have one more presentation for lunch, and have lunch at one? Is that all right with the group?
- The manager's manager is to take a look at or equilibrate the performance appraisal assessments or personal effectiveness assessments. They're looking for patterns which managers seem to be very stringent in rating, which managers may be more generous. Here might be an opportunity for some coaching and mentoring between managers around comp and performance management.
- At Roche, employees were satisfied with the Pay program. Roche used an employee relations survey probably once every two years. A lot of those kinds of situations can be headed off by HR or the MRR.
- Employees sit down with their managers to get feedback about their effectiveness appraisal. It's the first honest feedback they've ever had. justifying those ratings are important. There are some very clear principles that can be derived from these practices.
- The effectiveness appraisal process and the first feedback is the first time people understand that accountability is real. Accountability is an abstract concept. It doesn't become real and visceral. You have to begin at the moment that you declare we're going to become a requisite organization.
- This is my suggestion. Why don't we take a food break now, a little food break, and then have one more presentation for lunch, and have lunch at one? Is that all right with the group?