Hello, you can find below, for the 6th consecutive week, your chronic (lasting a total of 11 weeks) on various aspects of HRM.
§ 33 - DEPLOYMENT
A / Types of assessments
We only mention here that the most frequently used: the evaluation by the supervisor alone, the annual interview between the supervisor and employee, the 360 ° assessments. Naturally, each HRD / HR Manager to adjust the type according to the public in assessing and objectives.
B / 1 Type: Assessment made by the single hierarchical
Fewer used by companies, this method has many shortcomings: no involvement of the employee who "suffers" the wishes of his superiors, no control relevance assessments of the hierarchy (a simple disagreement of people can totally distort the ratings), no incentive for the employee.
C / 2nd type: Annual maintenance between the supervisor and the employee
By far the most common practice used as it has the advantage to be much more efficient than the simple assessment of the hierarchy.
This type of assessment is less cumbersome to implement a system of 360 ° assessments, but it should be to bring safeguards. Apreciation a hierarchical and a receipt for the N +2 can be especially interesting for young talents and young prospects.
Indeed, a supervisor may well have wanted not to promote the career of someone they feel could be harmful to his own post. The fact that the N +2 countersign (on paper or electronically) often avoids this kind of small inconvenience.
D / 3rd kind: Assessments 360 °
Venue Anglo-Saxon countries, this practice is to evaluate an employee by his superior, by himself and by a sample of his colleagues and subordinates. Then we compare these results.
Extremes (co-workers and subordinates) will not be considered in order to remain as objective as possible. The average remaining will be the assessment of the individual. By multiplying the sources of assessment and evaluation, it is likely that the closer you get to the truth. That, at least the intent of the evaluation system 360.
This type of evaluation, it may be attractive to many HRD / HR Manager has the great disadvantage of being cumbersome to implement. It takes at least 6 assessments by individuals. Heureusment IT can greatly facilitate the task for the deployment of 360 ° assessments.
Similarly, this type of evaluation may also be aimed at only part of the population. In general a person occupying or applying for positions and jobs very strategic.
therefore need to ensure that the system put in place offers several possibilities for the type of simultaneous evaluation
E / The various methods for conducting these assessments
Again, the methods are numerous: *
single discussion on the wishes of the hierarchical and the employee, or confrontation
* assessments made by each to serve as a basis for discussing,
* or evaluation skills from reference stations, questionnaires, multiple choice, etc..
The type of assessment chosen, the method used for driving all of this needs to evolve over time. Thus, we must carefully check that the software chosen to manage HRM these assessments is very flexible and easily adaptable to any developments decided by the company in this field. Attention, few tools meet these caractétristiques.
§ 34 - SECURITY
The rules governing access to evaluation results must be clearly defined in advance. Who has access to evaluations of an employee and why? The hierarchy can be, but others functional company may have interest to see the results: training managers for example, to anticipate requests through their training plans (to leave if possible analysis tools of mass).
The access to estimates must of course be secured. If the assessments of N +1 must be seen from N +2, the reverse is not necessarily desirable.
Again, it is important to ensure that the software can handle HRM chosen so fine all the access rights of management to information on evaluations in the context of the double hierarchical pyramid and a part of the pyramid on the other functional.
§ 35 - USE
A good evaluation system is a solid base to implement both the management of jobs and positions as career management and management training.
careful however, the assessment tool is not everything, it is important to train its management and valuation methods used to situate the challenge this approach not only for the short term and in particular the establishment of remuneration, but also the medium term to ensure the company a permanent and possibly a future development of his overall competence.
The finding of the authors of this paper is that evaluations (and of course the HRM as a whole) are all the more necessary that our century is marked by massive departures due to retirement of Baby Boomers and course also by outsourcing, offshoring, mergers and acquistions multiple. HR Manage is forecast .... at least 3 or 4 years!
continued ...
(Copyright: Dominique and Jacques BERNET LELARGE)
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