🚀 go-pugleaf

   "Daniel J O'Leary"  says:


> There are people who advocate dispensing with the traditional performance
> appraisal.
> In these systems, how does the company handle the employee development
> question?
> Where does one identify the desired skills, behaviors, and aspirations and
> document
> the plan to move the employee forward?
================
I am supportive of dispensing with the traditional performance
appraisal schemes.  As to employe development, surely someone in the
organization has an idea as to what needs to be done, i.e. the
desired output of a given position.  That should lead to defining the
required/desired skills, talents and abilities.  This in turn leads
to needs assessment and then training objectives if required.

Fostering education and training by tuition and materials
reimbursement allows the employe to take the initiative.  Looking at
who is taking the language, or the accounting courses or whatever is
a window at employee aspirations, etc.  Or who has "agile learner"
potential.

Presumably an employe would have some regular, meaningful dialogue
with someone in management, which could serve to communicate  what
the company wants/needs and what the employee wants/has.  Ideally,
given the opportunity, the employe will move him/herself forward
given the chance - with or without management.  I know some forklift
drivers with impressive degrees of computer literacy that they
developed entirely on their own.

Anecdotal material tells of one company that decided that
computer skills would be a desireable thing to have in their
workforce.  They got a deal on a mess of pc's, made them available at
cost to their employes through a payroll deduction, and were far
ahead of the rest of their industry as far as computer literacy went.
Computer literacy classes probably were in there somewhere, but I
don't know all of the story.

In short, there are a lot of opportunities that do not seem to
depend on the formal control mindset that seems to go along with
most appraisal schemes.  If  there is open, nonpunitive 2-way
communications along with a sense of direction all of this should
happen faster than if the system is waiting on the annual review to
take place.

<< All opinions, statements, &c are my own>>
L.H. Garlinghouse, C.Q.E.
Pocahontas AR U.S.A.
(870) 892-4586  ext 7659
garlinghou@waterlooindustries.com