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Managing Transition During Major Company Changes Zigmund Sepanski Dean Foods Division, 2010 Court decisions on Seller of Travel Responsibilities by Zigmund Sepanski Cruise-A-Thon, Florida How to Evaluate & Motivate Employees By Zigmund Sepanski American Chamber of Commerce Journal Value of Multi-level Assessment Instruments By Zigmund Sepanski AmCham Journal Role of Human Resources in Developing Countries By Zigmund Sepanski AmCham Journal Do You Really Want Leaders? By Zigmund Sepanski AmCham Journal Most Training is a Waste of Money By Zigmund Sepanski American Chamber of Commerce Journal Time Management for Home Based Agents By Zigmund Sepanski Travel Trade Magazine How to Evaluate & Motivate Employees in Central Europe American Chamber of Commerce Journal. by Zigmund Sepanski, PowerBusiness Associates Incorporated Edited for Western Distribution In last months' issue we left off at the beginning of the employee retention and motivation discussion. Obviously you want to retain good employees and let go of the non-performers. However, in too many instances the non-performers are actually good employees who are not properly trained or properly motivated by the company. This is one area where goals and goal performance appraisals have a significant impact. Unfortunately, most managers review their personnel once a year, which is not enough. The human resource department should teach managers how to review employees and should develop a company-specific goal setting and review to be used on a quarterly basis. This process is used to MOTIVATE employees and show them where they are good and where they need to improve. A goal setting review should address at least the following points: 1. What do you see as your major responsibilities? 2. Identify three areas where you perform well 3. Discuss three areas where you need to improve 4. Lets loot at three goals that you need and want to work towards. The goals must be quantifiable and measurable. For example, "answer the phone better" is not a goal. It does not have specific instructions and quantifiable criteria. A goal would be: "will answer the phone in three rings or less and say 'good morning, ABC company, this is (your name), how can I help you?" Another example would be a customer satisfaction goal given to a soft drink delivery driver. A bad goal would be: "If you see that one of our customers is dissatisfied customer s be more friendly next time." A good goal would be: "Next time you see a dissatisfied customer apologize to him (even if it is not our company's fault), help to solve the problem and even offer the client a soft drink. If you can't resolve the problem yourself then reassure the client that you will contact someone within the next few hours who can. Then follow up. Together with goal analysis goes an objective performance appraisal. Human Resources (HR) responsibility here is to develop a document that can be used by all departments that fits your country's reality. Questions must be specific, lead to positive action and must not be skipped by the interviewing manager. The HR professional should also train department managers to avoid the halo effect.

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