Partnerships help a company manage performance
Article Abstract:
Southern California Edison has established a performance appraisal system that creates a partnership between employees and their supervisors in planning their mutual growth. Performance review systems represent one of the only major interactions between managers and staff, but they often fail as a learning tool since they emphasize an unequal and judgmental treatment. The Rosemead, CA-based electric utility decided to support its reorganization with a new type of performance review that focused on employee empowerment, candid interaction between staff and supervisors and commitment to mutual growth. The company's human resources department allowed each department to design its own performance review system according to several guidelines and requirements. The health care and employee services department formulated the Performance Enhancement Process, an interactive, nonjudgmental review of performance.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1995
User Contributions:
Comment about this article or add new information about this topic:
Duke's newest power tool
Article Abstract:
Duke Power Co. was compelled to create a new workforce-planning process to enable itself to compete and succeed in a deregulated utility environment. Duke Power Chmn. and CEO William Grigg requested the human resources department of the company to fashion a strategic, integrated workforce-planning process that complements business plans to guarantee that the company has the appropriate people, skill sets and performance culture to realize its plans. Co-developed with Hewitt Assoc., the workforce-planning model involves the concept of 'pivotal roles.' These pivotal roles are make-or-break positions that ensure the maximum performance of the business. The 'pivotal role' positions do not necessarily mean top management jobs. Moreover, pivotal roles today are not necessarily pivotal roles tomorrow. What is important is that certain people or positions are key to each business of the company.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1996
User Contributions:
Comment about this article or add new information about this topic:
Create job orders, not pink slips
Article Abstract:
The utility Public Service Electric and Gas Co. (PSE&G) was able to reorganize without resorting to layoffs. The company did not want to lose employees because it did not want to waste the precious investments it had already made on these people. Employees who were holding the 575 jobs that were eliminated from the company were still retained by the management but were offered new departments in which to work. These workers were first assigned to a temporary worker pool before being redeployed to other areas of the firm. PSE&G offered these affected employees with resume-preparation training and interview-skills training, provided them with self-assessment tools to make it easier for them to identify their skills, interests and abilities. The result is a transition process that proceeds in a humanistic manner.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1996
User Contributions:
Comment about this article or add new information about this topic:
- Abstracts: ILO meets for 91st conference. ILO Conference debates global employment issues. ETUC holds 10th statuatory congress
- Abstracts: Pension fund asset management - the impact of greater professionalism
- Abstracts: Making a difference through people development. Improving organisational performance through developing our people
- Abstracts: Prudential measures HR with a total-quality yardstick. Put your job on the line. Andersen is at employees' service
- Abstracts: TEAM Act: what it is and what it can do for you. The unions' power to sue is growing