Hr Annual Evaluations

Abstract

Strategic leaders at the helm of their corporate ships conceptualize the link between corporate comradely and uniformity amongst managers. These insightful leaders operate under the premise that their most valuable resource is their people. Because HR management practices facilitate people's efforts to successfully select and especially to use the firm's strategies; it is tantamount that employees feel that they are valued and are operating on a level playing field. It is the responsibility of the strategic level of management to determine what the standard operating procedures are and to clearly communicate them to create a culture that reflects the corporate spirit. According to Strategic Management, "[o]ne form of non-substitutable capability is the ambiguity with in the corporate culture that causes a sense comradely throughout the company. It is for this reason that HR is charged with overseeing and regulating the procedures set forth by the corporation in its mission" (Hitt, Ireland, & Hoskisson, 2005). The employee appraisal process is perhaps the most profound form of employee communication and validation offered by employers. This process alone determines compensations, above bass pay incentives, promotions/demotions and certain fringe benefits--that other wise would not be accessible by the workforce. Because this process literally drives the direction of an employees' career--It is imperative that the process be approached in a purely legal, objective and ethical manner.

HR Annual Evaluations

Introduction

Human resources is the anchor of an establishment, no matter how automated a company professes to be--without the human influence nothing is possible--humanity is the element that facilitates every activity in an organization--making it the most valuable resource a company has. Therefore, the human resource department is charged with every process needed to ensure that the company's work force and issues pertaining to the workforce are handled adequately. Human resources have the responsibility for the research and development of the required positions to support operations.

Forecasting to determine the size of the workforce necessary to carry out operations is a major function of the HR. Similarly, the human resource department determines the best techniques for recruiting, and identifies the most favorable sources of recruitment. Additionally, the maintenance of guidelines to effectively handle all issues pertaining to civil issues that might occur is a major process of human resources. Next, human resources establishes, maintains, and administers guidelines to ensure adequate compensation, and above base-pay incentives. Last, the company's fringe benefits are administered through the human resources department. Cost is a primary factor of HR that requires the most competent forecasting tools available.

According to Strategic Management, [h]uman capital refers to the knowledge and skills of a firm's entire workforce (Hitt, Ireland, & Hoskisson, 2005p. 38). In addition, Strategic Management went on to state that:

From the perspective of human capital, employees are viewed as a capital resource that requires investment. These investments are productive, in that much of the development of U. S. industry can be attributed to the effectiveness of its human capital...This fact suggests that as the dynamics of competition accelerate, people are perhaps the only truly sustainable source of competitive advantage... human resource management practices facilitate people's efforts to successfully select and especially to use the firm's strategies (p. 38).

Because HR management practices facilitate people's efforts to successfully select and especially to use the firm's strategies; it is the primary goal of HR to ensure that middle and front line managers receive adequate training as it pertains to human relations. This training includes fundamental instruction in effective leadership. Often young managers require mentoring from more experienced managers. This exposure helps manager trainees to acquire the objectivity needed to evaluate employees strictly on the merit of his or her performance. Further, mentoring helps new managers realize the importance of ethical practices when dealing with employees.

Issues

The writing of the typical performance evaluation is a very time-consuming activity for management (Dutton, 2001). The writing is considered one of the most disdainful activities, which must be done (Totty, 2002) on an annual basis. Managers must try to remember what an employee has done all year and write a comprehensive document. Many are not comfortable providing employees with feedback, which only makes the process more painful. Writer's block is a common malady that managers complain of as they try to write creative but accurate evaluations. In the end their efforts usually do not meet their expectations, their boss' expectations, or the employees' expectations.

There are in existence several HRIS packages to help managers compose evaluations. These software packages have been shown to reduce the time it takes to develop a clear and concise evaluation (Hulett, 2003; Latest Software, 2001). Typical systems consist of competency libraries to aid in establishing a custom evaluation form (Halogen, 2006, eAppraisal). Each library is geared to a specific industry. Within the libraries the individual job competencies will provide recommended behaviors and rating methods. The management can then set the weights and measure per competency based upon business objectives. Additional behaviors can be added which fill company or department objectives. When doing an evaluation, the evaluator can then rate the employee based upon meaningful behavior attributes, with the system explaining each selection and what a particular rating means. Some systems, instead of using a numeric rating system, will provide a collection of possible statements to describe the individual. The evaluator then chooses the statement(s) which best describe the person. Red Hat (the Linux Company) has found that they saved so much time that they now do quarterly evaluations (Dutton, 2001).

A review from a supervisor can be fair or unfair. There is too much ambiguity in the evaluation process in human resources, mainly because the review is usually done by a human being, who may or may not let their feelings affect reviews. Therefore, the result can be a highly opinionated review.

Managers cite performance appraisals or annual reviews as one of ...[his or her]

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