Written by Outside of a dog, a book is a man’s best friend: and inside a dog, it’s too dark to read. Groucho Marx
Monthly archives for November, 2011
Some factors to consider in people evaluation
Evaluating people is one of the most complex skills managers need to build.
People are by far the most valuable asset you as a manager are given and deserve all the time needed to investigate their strength and weaknesses.
In doing this, is important to analyze different relevant dimensions:
- Ability to interact with one/many company organizations: this is the ability individual has to interact with other organizations
- Social areas: the ability to interact with different roles and people, being an active listener and a non conflictual player
- Cooperation: being capable of play in a team and for the team; being able of valuing critics and different opinions
- Leadership: being perceived as authoritative and not authoritarian; being capable to lead
- Multitasking capabilities: ability to deal with different activities at same time
- Proactiveness: being capable of being proactive toward situations
- Task coverage: being capable (and at what extent) of doing assigned tasks
- Project management and organization: if applicable, being or not able to deal/lead with projects and organize work
- Decision making and decision taking skills: being able to help in decision and/or being able to decide
For each of this is desirable to assign a weight that should be different for each role in order to be capable of differentiate evaluation for different roles.
Caps
Only adults have difficulty with childproof caps.
Anonymous
Gathering data for a role analysis
Conducting a role/job analysis is one key task to really understand an organization.
A typical role analysis helps in:
- understanding organization dynamics
- weighting and leveling activities
- making easier job transition
- Defining homogeneous roles throughout organizations
When gathering data:
- approach should be positive and honest from interviewer to help interviewed people to be open and collaborative
- is better to clearly explain before starting interviews which is the target and scope of analysis
Dimensions to analyze:
- Personal data:
- Name
- Age
- Studies
- Relevant training done (e.g. PMP and similar certifications, technical certifications and degrees,..)
- Company roles (role, start date, duration, reason for ending)
- Job level
- Position data:
- Position name
- Hierarchic and functional dependency (solid and dotted dependencies)
- Similar organizational roles within company
- Organizational chart above and below
- Head count and personal data for each depending position
- Historical data on position (FTEs, organizational positioning,…)
- Working hours
- Technology used
- Innovation level
- Position evaluation:
- Short description of role key success factors and relevant measures
- Short description of role critical points and relevant measures
- Possible optimization suggestions
- Role relationship chart (purposes, actors, frequency)
- Formal empowerment activities (signing powers, institutional roles,…)
- Decision making roles (Direct, delegated, shared responsibilities) and economic measures
- Tasks
- Position “economics”:
- Assigned people cost
- Main budget items
- Varia
Bugs and paint
One thing the inventors can’t seem to get the bugs out of is fresh paint.
Anonymous painter
History
One of the lessons of history is that nothing is often a good thing to do and always a clever thing to say.
Will Durant
Theology
One man’s theology is another man’s belly laugh.
Anonymous
Superiority
One is not superior merely because one sees the world as odious. — Chateaubriand
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