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my insistence had a lot to do with making me feel better and little to do with the running of the business.
Reviewing the Ace
It seems that for an achiever the supervisor’s effort goes into determining and justifying the judgment of the superior performance, while giving little attention to how he could do even better.
Shouldn’t we spend more time trying to improve the performance of our stars?
concentrating on the stars is a high-leverage activity: if they get better, the impact on group output is very great indeed.
What about asking your subordinate to evaluate your performance as his supervisor? I think this might be a good idea. But you should make it clear to your subordinate that it’s your job to assess his performance, while his assessment of you has only advisory status.
Should you deliver the written review before, during, or after the face-to-face discussion?
the best thing to do is to give your subordinate the written review sometime before the face-to-face discussion.
If performance appraisal is difficult, interviewing is just about impossible.
applicant should do 80 percent of the talking during the interview,
active listener.
you should interrupt and stop him,
The interview is yours to control, and if you don’t, you have only yourself to blame.
himself, his experience, what he has done and why, what he would have done differently if he had it to do over,
familiar to you,
best questions.
Describe some projects that were highly regarded by your management, especially by the levels above your immediate supervisor.
What are your weaknesses? How are you working to eliminate them? — Convince me why my company should hire you. — What are some of the problems you are encountering in your current position? How are you going about solving them? What could you have done to prevent them from cropping up? — Why do you think you’re ready for this new job? — What do you consider your most significant achievements? Why were they important to you? — What do you consider your most significant failures? What did you learn from them? — Why do you think an engineer should be chosen for a marketing position? (Vary
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how this person performed in an earlier job using his skills and technical knowledge;
why there may be any discrepancy between what he knew and what he did,
operational values,
Don’t worry about being blunt; direct questions tend to bring direct answers, and when they don’t, they produce other forms of insight into the candidate.
Asking a candidate to handle a hypothetical situation
asking you questions.
show yourself and your environment as they really are.
Your initial reaction to his announcement is absolutely crucial.
in almost all such cases, the employee is quitting because he feels he is not important to you.
Drop what you are doing. Sit him down and ask him why he is quitting.
this is only the opening skirmish, not the war. And you cannot win the war here—but you can lose it!
have to convey to him by what you do that he is important to you,
find out what is really tro...
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buy ...
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It is up to you to make it your supervisor’s problem and make him participate in the solution to your problem.
if all managers take this position, they will all win.
When you almost quit, you shook us up and made us aware of the error of our ways.
As a supervisor, you have to be very sensitive toward the various money needs of your subordinates and show empathy toward them.
we want to dispense, allocate, and use money as a way to deliver task-relevant feedback.
countable items
achieving measurable objectives,
subjective e...
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individual performance
his immediate team’s objective performance,
overall financial pe...
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base salaries.
merit alone.
merit-only salary administration is impractical in its pure form.
the manager should do it himself.
If your training efforts result in a 1 percent improvement in your subordinates’ performance, your company will gain the equivalent of two hundred hours of work as the result of the expenditure of your twelve hours.
