Career & Education

Evaluation versus adulation

Launching Leaders

with Debra Fraser

Sunday, December 01, 2019

Print this page Email A Friend!


Slowly but surely, we're progressing from the days when years of service or tenure in a position served as proof of an employee's value to an organisation. Those were the days when clocking your hours, coming in early and leaving late proved you were the ultimate team player, willing to sacrifice for the cause. Fast forward to the present when proficiency is measured by analytics that show an individual's actual contribution to the company's bottom line. To be able to effectively gauge a team member's net worth means creating objective measurement tools, essentially a system of evaluation or appraisal. This is where the human resources (HR) professional leads the transition from promotions and recognition going to the boss' pet or office favourite, to the most deserving employee.

Danger! Don't exclude formal assessment

The practice of using subjective and personal metrics to promote team members does continue in many smaller organisations, as the CEOs may not have the benefit of a human resource manager to support the formal alternative. However, they are realising that they exclude formal evaluation procedures at their own peril. Impulsive or personal decisions often have a way of backfiring when the person is not the right fit for an elevated position. Much like the succession planning paradigm we discussed in the previous article, managing up (or out) requires careful planning and execution over a period of time. The principle of hiring slow and firing fast also applies here, in the sense that we deliberate and assess carefully before selecting the next leader in the organisation value chain. Note though, that the opposite applies to managing out team members who no longer add value to the company. To be clear, that could simply be due to them having aspirations that your firm no longer satisfies. So a mutually beneficial separation may just be ideal.

Manager or Leader

Many senior management personnel still don't fully appreciate the difference between managing and leading. Some confuse passive aggressive behaviour for being firm or decisive. The unfortunate reality is that often these managers mean well but can't differentiate between telling and showing; giving someone a fish or teaching them how to snag those elusive water dwellers. Ok, enough with the analogies. The point is this: for any blue chip organisation intent on hiring and keeping the best and brightest in their ranks, they must develop systems to track and train not just the obvious leadership candidates, but everyone in the company must be able to see a path to upward mobility to create a truly level playing field. To do this, leaders must start in the mirror by assessing their management and interpersonal relationship styles and critically gauge if they, themselves, are part of the problem. Thereafter, by taking responsibility for their role in the process, they can more authentically engage their peers and charges in meaningful conversation towards determining the best prospects for leadership positions, and quite honestly, which employees have run their course in the new and improved version of the company. Failure to have this 'Kum ba yah' moment may eventually lead to managers themselves being managed out of the organisation.

Until next time, leaders keep lookin' up!

Debra Fraser is CEO of Caribbean HR Solutions, a board member of the BPIAJ and the Global Services Sector, a member of the Human Resource Management Association of Jamaica, and Society of Human Resources Management. Please direct comments to dfraser@caribbeanhrsolutions.com or www.caribbeanhrsolutions.com


Now you can read the Jamaica Observer ePaper anytime, anywhere. The Jamaica Observer ePaper is available to you at home or at work, and is the same edition as the printed copy available at http://bit.ly/epaperlive


ADVERTISEMENT




POST A COMMENT

HOUSE RULES

1. We welcome reader comments on the top stories of the day. Some comments may be republished on the website or in the newspaper � email addresses will not be published.

2. Please understand that comments are moderated and it is not always possible to publish all that have been submitted. We will, however, try to publish comments that are representative of all received.

3. We ask that comments are civil and free of libellous or hateful material. Also please stick to the topic under discussion.

4. Please do not write in block capitals since this makes your comment hard to read.

5. Please don't use the comments to advertise. However, our advertising department can be more than accommodating if emailed: advertising@jamaicaobserver.com.

6. If readers wish to report offensive comments, suggest a correction or share a story then please email: community@jamaicaobserver.com.

7. Lastly, read our Terms and Conditions and Privacy Policy



comments powered by Disqus
ADVERTISEMENT

Poll

ADVERTISEMENT
ADVERTISEMENT

Today's Cartoon

Click image to view full size editorial cartoon
ADVERTISEMENT