Conduct Staff Appraisals & Job Interviews
Communicate Professionally in Personnel Development, Application Processes & Difficult Leadership Situations: Checklists Conversation Guidlines Templates
Simone Janson (ed.)
Published by Best of HR - Berufebilder.de®
Conduct Staff Appraisals & Job Interviews
1st edition, 03.01.2019
© 2019 Publisher Simone Janson | Best of HR - Berufebilder.de®
Conception and editing: Simone Janson
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Content of the book
Employee and job interviews are also not easy for managers and HR managers. This book shows you how to tackle this challenge: How do you conduct a good employee appraisal? How do you define achievable target agreements? What do you do if your employee suddenly freaks out? And how do you ask the right questions during the job interview to find the best candidates? Here you find the answers.
This book offers you compact knowledge in a quick overview of the topic as well as tried-and-tested advice. It helps you to make decisions step by step, to succeed and to include numerous overviews and checklists for easy readability.
Structure of the book
It deliberately deals with different, possibly even contradictory facts of the topic. This will allow you, as a reader, to shed light on the various pros and cons of the topic, to reflect on it, and to balance each other in the event of a decision-making process.
You support the clear structure and our special, very detailed special table of contents to find the information you want quickly and as needed and implement it directly for the practice.
Finally, you will find numerous best practice tips and examples of successful managers, entrepreneurs and other exciting personalities.
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Personnel Development in Companies: 3 Practical Tips for Everyday Life
// By Claudia Mangel
The perspectives of management and personnel development are very different. And depending on whom you ask this question, the answers are: developing employees? "-" That's your job! "Three practical tips to overcome the dilemma.
Who actually does the personnel development?
Who is responsible for the further development of employees in companies: management or personnel development? Depending on who you ask this question in companies, you will get different opinions.
Yes, executives are responsible for encouraging and developing employees, but the appropriate tools and supportive measures are provided by the colleagues in personnel development. Two departments, a common task, but also a common goal?
In contrast to HR developers, whose ideas are exclusively about the qualification and support of employees, managers have to deal with many different tasks and challenges on a daily basis; For long-term employee development, there is usually no time in stressful working days.
And the tools of the PE department, such as employee appraisals, target agreement and performance management systems, are perceived by managers as a burden rather than an enrichment - they are not very practicable in the daily routine. For the human resource developers a bitter disappointment, because they have the impression that the executives neglect an important part of their job, namely the development of employees.
Disadvantages for the company
As a result, both parties feel untrue and little valued. A tricky situation for the entire company: If management and personnel development do not work hand in hand, existing employee potential is not fully exhausted,
High potentials and key performers may move into competition. Therefore, close cooperation between management and PE department is required. How does this work in practice? Here are some tips:
3 Practical tips for everyday life:
- In the first step, it makes sense to create transparency and to develop a basic understanding of the other person's perception and workplace. So what does it mean to be a PEITER for one or several days at a management and to look over her shoulder - and vice versa. In this way, personnel developers are also easier to see which resources are actually necessary for executives to make good use of PE instruments.
- If the management is planning a new project then it is essential to involve HR development in meetings and workshops. Because under certain circumstances, the project has an impact on the qualification of junior staff, the employee structure or number - here, the PE department can support with good ideas and appropriate measures.
- Once a year, management and personnel development should jointly evaluate employees and their performance in order to recognize the need for action. Talents can be further developed through elaborated funding measures, weaknesses in performance and gaps in competences are identified and eliminated through corresponding countermeasures. Moderation of the meeting and the measures is best achieved through personnel development.
How to Manage Executives with Anger Outbursts of Employees: Caution Risk of Explosion!
// By Henryk Lüderitz
What to do when employees freak out?
I sat perplexed in the conference room and stared in disbelief at one of my most diligent co-workers: gesticulating wildly and with a flushed head, he scolded loudly about our new project ... The deadlines would be too tight, the sales targets too high and the budget cuts a bottomless impudence.
He had spoken outright in rage - and was not reassured by the colleagues. And me? I had just been promoted to executive and had overlooked the pressure on my team.
Do not close on others
Young managers are usually highly ambitious, want to change things and move things. Accordingly, they are motivated to do their job - and often assume that the team also shares their enthusiasm.
However, emotions and enthusiasm can also quickly turn into negative and counterproductive - if, for example, the employees appear to be too high or bureaucratic hurdles seem insurmountable.
Tips for dealing with uncontrolled emotional outbursts
Even if everyone in the team is working on the stress limit, an outburst or choleric attack is never to be tolerated at any time. Here it is up to the management to intervene immediately:
- If your employee does not react to words of comfort, you will become more explicit! Urge him unequivocally to leave the room; Her message is: "I set the tone in our team and I do not tolerate such behavior!" But also signal willingness to talk "You're going to the café opposite now and have a coffee, I'll come in for about 30 minutes, then we'll talk in peace."
- Also a good alternative: give him the day off. For most of the time the misconduct is embarrassed by the person concerned, and he shows insight; but he has to settle down for the time - in the office hardly possible.
- If your employees are not looking for the conversation on their own, suggest a discussion in a relaxed environment: a walk around the block, a small snack in the bistro next door. Important: choose a place where he feels comfortable, because the topic remains explosive.
- Carefully research in conversation whether other team members are similarly dissatisfied. If this is true, be sure to address the topic as a team, show understanding, and seek a solution together. If, on the other hand, your employee overreacts because of personal problems, the matter naturally only remains between the two of you.
It does not have to come so far
In everyday work such extreme tantrums are admittedly rather rare - the following measures help prevent this
- As easy as it sounds, greet your employees in person and take time off for a little chat "on the side".
- Inquire regularly about the mood in the team: either in the monthly meeting or with a small anonymous survey.
- Motivate your employees to keep an overview of their current tasks, projects and time, and discuss them, for example, in the personnel discussion.