Discussion: View Thread

Hello, I am new a new member. My role is that of a project manager
in the HR function in Kidsons Impey, part of the world wide
accountancy network of HLB International.

I am currently introducing the concept of self managed appraisal
(SMA)to the practice. SMA is a computerised process that allows the
individual to manage the process rather than their manager.

The system is more than just appraisal - it enhances business
effectiveness via improved communication, a focus on business
objectives, and ensures value for money training and development.

In a nut-shell the individuals agree with their line
manager what their objectives are going to be, the development
required to achieve the objectives and the feedback they will obtain
on their performance (who, how and when); how often they would like
to meet; how often that will update their line manager on progress
towards their objectives,development and feedback(via e-mail). It
also facillitates the process of self-awareness and encourages self
reliance. The individuals are empowered in the best sense of the
word. The underlying psychology behind the design is Gestalt in
nature.

I believe that this is a first for the U.K and probably the
globe......unless you know differently.....

Peoples response has been great! At last they have some control or
input to their work and development. It also frees up lots of
managers time too.

For my Msc in Human Resources i am researching the differences
between SMA and the traditional appraisal, in terms of identifying
development needs, planning development, evaluating performance and
communication.

If anyone knows of papers etc on this topic, which I believe will
affect us all in the future as this is a true step forward, please
could you let me know. (I look forward to your comments too)
I will summarise the results for the group.

Many thanks

Steve Wright

swrig@kilondon.kidsons.co.uk




Steve Wright
National H.R.
SWRIG@KILONDON

Steve, what happens if an individual DOES NOT "agree with their line
manager what their objectives are going to be".
--
Prof. John L. Naman naman+@pitt.edu

Steve

Sun Microsystems in the Silicon Valley already shifts the responsibility to
employees. Employee selfservice is the wave of the future

John Sullivan

At 05:18 PM 12/4/98 +0000, you wrote:
>Hello, I am new a new member. My role is that of a project manager
>in the HR function in Kidsons Impey, part of the world wide
>accountancy network of HLB International.
>
>I am currently introducing the concept of self managed appraisal
>(SMA)to the practice. SMA is a computerised process that allows the
>individual to manage the process rather than their manager.
>
> The system is more than just appraisal - it enhances business
>effectiveness via improved communication, a focus on business
>objectives, and ensures value for money training and development.
>
>In a nut-shell the individuals agree with their line
>manager what their objectives are going to be, the development
>required to achieve the objectives and the feedback they will obtain
>on their performance (who, how and when); how often they would like
>to meet; how often that will update their line manager on progress
>towards their objectives,development and feedback(via e-mail). It
>also facillitates the process of self-awareness and encourages self
>reliance. The individuals are empowered in the best sense of the
>word. The underlying psychology behind the design is Gestalt in
>nature.
>
>I believe that this is a first for the U.K and probably the
>globe......unless you know differently.....
>
>Peoples response has been great! At last they have some control or
>input to their work and development. It also frees up lots of
>managers time too.
>
>For my Msc in Human Resources i am researching the differences
>between SMA and the traditional appraisal, in terms of identifying
>development needs, planning development, evaluating performance and
>communication.
>
>If anyone knows of papers etc on this topic, which I believe will
>affect us all in the future as this is a true step forward, please
>could you let me know. (I look forward to your comments too)
>I will summarise the results for the group.
>
>Many thanks
>
>Steve Wright
>
>swrig@kilondon.kidsons.co.uk
>
>
>
>
>Steve Wright
>National H.R.
>SWRIG@KILONDON
>
Dr John Sullivan
Head and Professor of HR
College of Business
San Francisco State University
JohnS@sfsu.edu

Steve,

You may want to check the 'Maxware' system at www.ddiworld.com.

Victor Magdaraog

John Sullivan wrote:

> Steve
>
> Sun Microsystems in the Silicon Valley already shifts the responsibility to
> employees. Employee selfservice is the wave of the future
>
> John Sullivan
>
> At 05:18 PM 12/4/98 +0000, you wrote:
> >Hello, I am new a new member. My role is that of a project manager
> >in the HR function in Kidsons Impey, part of the world wide
> >accountancy network of HLB International.
> >
> >I am currently introducing the concept of self managed appraisal
> >(SMA)to the practice. SMA is a computerised process that allows the
> >individual to manage the process rather than their manager.
> >
> > The system is more than just appraisal - it enhances business
> >effectiveness via improved communication, a focus on business
> >objectives, and ensures value for money training and development.
> >
> >In a nut-shell the individuals agree with their line
> >manager what their objectives are going to be, the development
> >required to achieve the objectives and the feedback they will obtain
> >on their performance (who, how and when); how often they would like
> >to meet; how often that will update their line manager on progress
> >towards their objectives,development and feedback(via e-mail). It
> >also facillitates the process of self-awareness and encourages self
> >reliance. The individuals are empowered in the best sense of the
> >word. The underlying psychology behind the design is Gestalt in
> >nature.
> >
> >I believe that this is a first for the U.K and probably the
> >globe......unless you know differently.....
> >
> >Peoples response has been great! At last they have some control or
> >input to their work and development. It also frees up lots of
> >managers time too.
> >
> >For my Msc in Human Resources i am researching the differences
> >between SMA and the traditional appraisal, in terms of identifying
> >development needs, planning development, evaluating performance and
> >communication.
> >
> >If anyone knows of papers etc on this topic, which I believe will
> >affect us all in the future as this is a true step forward, please
> >could you let me know. (I look forward to your comments too)
> >I will summarise the results for the group.
> >
> >Many thanks
> >
> >Steve Wright
> >
> >swrig@kilondon.kidsons.co.uk
> >
> >
> >
> >
> >Steve Wright
> >National H.R.
> >SWRIG@KILONDON
> >
> Dr John Sullivan
> Head and Professor of HR
> College of Business
> San Francisco State University
> JohnS@sfsu.edu

05:18 PM 12/4/98 +0000, Steve Wright wrote:
[...]
I am currently introducing the concept of self managed appraisal
(SMA)to the practice. SMA is a computerised process that allows the
individual to manage the process rather than their manager.
>>
[...]
I believe that this is a first for the U.K and probably the
globe......unless you know differently.....
>>

Employee-initiated career planning was started in GE, Aerospace Group,
Crystal City, VA, in 1976. The initial step of self-appraisal caused most
employees to proactively ensure they would have something to write about so
they sought advanced agreement with their managers about their roles,
responsibilities, measures and required capabilities. The emphasis was on
career development rather than performance appraisal but all facets were
well served.

Most of the participants were shocked when faced with the proposition that
GE was not responsible for their career. All but a few quickly recovered,
took action and became much better for it.

One person figured out that he had always wanted to do "X" but had never
had the courage to become "X" and instead wandered into GE, from college,
as a computer programmer. In only a couple of years he became a very
effective and happy "X" and although GE lost an excellent programmer, they
too survived.

Jack Ring
32712 N. 70th St.
Snottsdale, AZ 85262-7143
sendmail: jring@amug.org
602-488-4615
Cell) 602.418.8784
F)602-488-4616

You wrote on the 4th December:

> Steve, what happens if an individual DOES NOT "agree with their line
> manager what their objectives are going to be".
> --
> Prof. John L. Naman naman+@pitt.edu
>

Under SMA it is likely to be the line manager not agreeing to an
objective rather than the other way round!

This occurrence of event is minimised due to an overt link between
the objectives of the firm, department and individual. The line
manager distributes the overal firm's business plan and related
departmental objectives with the instruction "What do you need to do
so that we as a department achieve our objective?" The discussion to
agree objectives ensures that only effective business specific
objectives are adopted. I have also included in the SMA package a
separate section for personal objectives: providing the training
budget can stretch to requirements the majority of requests can be
met.

Best wishes


Steve Wright
National H.R.
SWRIG@KILONDON