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360 degree

One of the most interesting and very frequently used methods to assess staff in the organization is the study by 360 degrees. In contrast to the classical model to evaluate the employee by the supervisor, ie a vertical line from top to bottom, the assessment by 360 degrees gives a much broader picture of performance employee. This study is to collect information on the effectiveness and behavior of an employee with his entire environment, from the superior team by partners, subordinates, after scores of customers, with whom he worked. The study is also disabled employee self-esteem, which gives an idea of \u200b\u200bhow he perceives reality. Overall, the study involved anonymous employee whole environment in order to obtain a consolidated report on its overall theme.

idea of \u200b\u200ba 360 degree survey is to obtain information employee with full ambient, 360 degrees around him, in order to know and understand how the employee is perceived in their environment and how it affects them. An additional advantage is to provide the employee information comparing the feelings of their own feelings of environment, so that he can look at his work in a more objective way. Information obtained from this study are also used for planning of training and staff development and administrative decision-making, such as wages and promotion.

360 degrees in the study often allowed the employee to choose people who anonymously evaluate his work. The problem with this approach is human nature, leading us to choose those who best to evaluate our performance at work. Such behavior increases the most in a situation where test results are 360 \u200b\u200bdegrees related to further career or salary of the employee.

the above-mentioned reason, in my opinion, should not be directly linked with 360 degree salary rather treat them as a guide, showing where problems may occur. In addition, employees using observations contained in the final report, receive feedback about the areas where they should enhance their activities. The ideal situation would be to get some feedback from people who are the biggest critics of the employee environment, this situation has allowed the employee to obtain observations which enable the development of substantive and not merely podbudowujących flatter his ego.

In conclusion, the study staff by 360 degrees, it can provide the right tool for the evaluation of employees because it allows them better to understand themselves and identify areas that need refinement. It will also be assisted in correcting certain employee behaviors in order to achieve better cooperation between itself and its surroundings .

[ http://en.wikipedia.org/wiki/360-degree_feedback ]

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10km loop Crossu

With less than a month, ie 26.02 in Leszno, mountain gear will be named "Leszno Grzybowo 2011." Cordially invite you all to check their current arrangements. The course is well known to me, because most coincides with "my" loop crosses. I think that over the 10km to overcome almost 200m height difference, and the whole route leads through the forest roads and paths. If someone laugh password "mountain gear, then let them try on this loop and then we'll talk:) For mine, if someone goes faster than the 3:30-3:35 per km it will mean that he is really strong. Feel free to subscribe.

Party organizer: Run Mountain "Leszno Grzybowo 2011"

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Stand Alone, Purpose and Distinction in the context of motivation.

In one of my earlier posts I presented the form Daniel'a Pink'a with his idea of \u200b\u200bmotivating employees. Innovative look the motivation from the point of view of science has a significant impact on what should now be motivation.

In organizations that emphasize innovation and creative thinking, in the form of monetary stimulus will be partially replaced by values \u200b\u200bsuch as autonomy of Purpose and Distinction.

In this post I wanted to give some examples that the above values \u200b\u200breally are important in motivating individuals to work effectively.

Wikipedia Vs. Encarta

story presents a David and Goliath struggle, the struggle between the many volunteers working for free, a corporation that is Microsoft.

Encarta project was created in the 90's. Microsoft has hired experts to build the online encyclopedia. Their task was to design and write passwords, which were to be made using the encyclopedia. To complete the project implements the most advanced project management practices to ensure the implementation of the project with due diligence and complete it on time.

can say that Encarta performed her project in accordance with generally prevailing rules, rewarding employees cash, for certain results. After the project, Microsoft released its encyclopedia on CD-ROM.

In contrast to the above described project has been Wikipedia Founded in 2001, using the countless number of volunteers willing to build the online encyclopedia. Instead of selling encyclopedias, Wikipedia has decided to make it available for free via the global Internet. People describe individual passwords were not and are not rewarded financially, their only reward is to take part in a project of great social sense and a tribute to the people with the greatest contribution to his own.

When Wikipedia started to run, no one prophesied the glorious future. However, finding that instead of doing this project in the traditional way would be better to do it through play was an instant hit.

Wikipedia has created a system of remuneration consisting of:

Stand Alone: \u200b\u200bthousands of users working according to his principles and intentions, just for fun

Objective: Being a part of the project, social movement aimed at sharing knowledge

Mention: When you add its own version of passwords can be achieved social recognition

Encarta was an ordinary job, but a Wikipedia landmark event in the history of mankind.

In Encartcie 62.00 passwords was published in six different languages. Wikipedia and achieved unprecedented the success of which has not dreamed of even the authors of the project. Wikipedia page is one of the most visited sites in the world, 78 million visits per month. In the resource is 17 million entries and is available in 270 languages. Microsoft in 2009 found Wikipedia's victory over his own project and completed the project Encarta.

"FedEx" in the Atlassian

Another example may be the IT company Atlassian. Atlassian organizes 24-hour event called "FedEx." During the "FedEx" Atlassian employees get 24 hours to work on any project which you think up, but their task is to invent / create something at that time. This seems to be the idea of \u200b\u200bintroducing chaos and a great way to waste time, however, this event is one of the greatest success.

What's the success of this event? Winner in the "FedEx" is crowned with wide publicity and great glory is within the company. In this way, the winners get something much more important than simply financial reward.

Like Wikipedia, a remuneration system for "FedEx" has been based on providing:

Stand Alone: \u200b\u200bThe employees can work on what they want.

Objective: The ability to shine, to achieve recognition in the eyes of fellow

Award: Possibility of introducing their ideas into effect and favor the organization

Google and 20% of the time for creative work

Google One of the most famous IT companies in the world. The company concluded that every worker can spend 20% of their time working on projects, which are interested. Therefore, Google employees, use the equivalent of one day working week, creative work, on projects that interest them, in an environment that seems to them best. With this solution, resulting among other projects such as Gmail and Google News.

These examples illustrate the strength of which lies in ensuring that the worker's autonomy, the opportunity to achieve their own objectives, and highlighted the background of others. In my opinion, presents ways to motivate employees to develop creative thinking can be worth a try and implementation in organizations by picking innovation or operating in a socially legitimate purpose.

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Favorite

decided to throw myself my favorite loop, which is usually run as a quiet Sunday wybieganko:) Very nice, a little wrinkled and completely in the forest, which is important in winter. Stay tuned for the hills - that is, February 26 - will be held in Leszno, mountain gear 10km. I know, I know ... Mountain race in Leszno:) Who will come to the same belief, and probably a little surprised. Soon I will give details.

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People Capability Maturity Model - a method of determining the intellectual capital

In organizations based on knowledge, skills are key factors leading to success. Therefore, seeing such a relationship, these organizations should look for ways to increase the single most important factor among the staff.

Software Engineering Institute (SEI), located at Carnegie Mellon University, created the "People Capability Maturity Model (PCMM). PCMM helps organizations develop the skills of employees broken down by level of maturity where organizations are located. It also helps to recognize the problems based on new trends in human resource management. PCMM creates patterns of development and the management staff.

In today's marketplace, organizations can not afford to lose the most valuable employees, and therefore they should see them early enough, and spot their needs and aspirations. The biggest challenge is to adapt the management of the development program employee for the purposes of the organization.

PCMM Level

PCMM defines 5 distinct levels at which organizations can be classified in terms of employee development plans. These levels are the degrees of maturity of the organization looking at factors such as: increasing the competence of a permanent employee, working to build effective teams, motivating people to increase the efficiency and the formation of the organizational structure in order to achieve the objectives in the future. Within each level of maturity defined in the PCMM, was created in the peeling structure supporting the right kind of action for the development of talent within the company. Adhering to the model guidelines to prevent the implementation of solutions to which workers and managers are not prepared.

Below I will present different levels and the requirements that an organization must meet to be classified on each of them:

Level 1: Initial

Basic work environment meets only fill the role of positions.

Level 2: Managed

organization has a defined program of compensation, performance management, policy, communication and coordination system and provides training and development program for employees.

Level 3: Defined Level

organization has implemented: a system based on competence, HR, career development plan for employees, the planning system work in teams, and training based on the analysis of their competence.

Level 4: Predictable Level

organization has implemented a monitoring system, extended the powers of the teams, implement quantitative methods in management efficiency and competency of the employees are considered as key resources.

P oziom 5: Level of Optimization

organization is continuously improving its capabilities, encourages employees to innovate and achieve the organization are in line with market needs.

PCMM as a new model for assessing HR

Until the creation of PCMM was not a unified methodology for assessing the processes occurring in human resource management. Difficult was so broad assessment of the HR policies of the organization and check the relationship between development and the achievement of individual objectives.

PCMM primary objective is to improve opportunities talent pool. Pool of talent can be defined as the level of knowledge, skills and abilities has achieved the organization to carry out the tasks related with the business. Possibilities talent pool parameters indicate the following organizations:

1. Readiness to perform business tasks
2. term potential to achieve the outcome of business tasks arising from
3. potential profit from development and advanced technologies

That's way, the strategy described in PCMM is trying to link the processes of human resources with business results. This model allows you to create a mature policies and practices aimed at permanently expanding the pool of talent.

Philosophy, which presents the PCMM can be in helping set out as follows:

- In mature organizations talent pool options are closely linked with business opportunities.

- The talent pool affect the competitive advantage.

- The workers should enable the realization of the objectives of the organization.

- There can be measured and improved on many levels, including individual, team work, competence of employees and organizations.

- The organization should encourage the development essential for achieving the objectives of the competence of employees.

- One of the tasks of operational management should take care to maintain an adequate level of talent pool.

- Increase the pool of talent can be achieved through a defined process of best practices and procedures.

- The organization is responsible for providing opportunities for development, while individuals are responsible for the use of those opportunities.

- Due to the dynamic development of technologies and approaches to business, organizations must constantly take care of developing and acquiring new skills for their employees.

PCMM is a developmental structure. This model shows the organization of elements of staff development, where the focus should be based the level at which the current organization. The key activity of this model is to identify gaps in the talent pool on which to focus, because of their crucial importance for the proper functioning of the organization in a changing environment.

Human Resources Management, and especially the talent management organizations can be effectively performed using the PCMM model. It supports the management talent pool, surrounded by business requirements, operating in a competitive market. The result of the action in accordance with this model is the greater motivation workers with extensive knowledge within a subject over which they work. This again has an impact on customer satisfaction, while giving the organization a significant competitive advantage.

[ People Capability Maturity Model (P-CMM) Version 2.0, Second Edition ]

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Almost half a year ...

half year break on the blog and ... ... and just. I do not want to even summarize the previous season. He was not the best in my performance, and in its second half is not, in principle I started. Now before us a new season, new goals and challenges. Perhaps this will be my last season as a "pro", so I hope buttocks and fasten the fly a little bit:)

My training so far, goes quietly and without much difficulty. I have already included two groupings of stamina, in Zakopane. Fortunately we have the opportunity to train in WOSzK-u on Groniku, where living conditions and the training we have no right to complain. This December's was really quiet. It was such a long break after the introduction, running only once a day, for this afternoon, with plenty of gym and fitness skoczności the hall.

the January camp was also not something very heavy. Long runs, and runs continuously, a little more running in the afternoons, is still a lot of strength and efficiency of cross-country. While the weather in December (a whole bunch of snow) had no influence on our training, then this time - though at first it was great - every day thaw pose increasingly worse conditions for biegania.Jedyny plus is that we have been able polatania technical training on the map "Witów." Now for some training at home, and in February again, I will be spending nearly three weeks in Zakopane. First week with the family and young people with LKO Leszno and then another two weeks "threshing" club. Rather ambitious plans would only health dopisywało:)

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Paying for performance - is it always effective?

One of the best known and most used ways to motivate employees to more severe and more efficient work is to give the employee the reward money for reaching specific targets organization. This idea seems to be perfect, the manager wanted to mobilize the workers to work harder on a particular project provides an additional, adequate to the effort, the injection of money for achieving certain goals, making the worker more likely to work on this project.

Michael Beer, a professor at Harvard Business School, argues that this process is much more complicated than might appear at first glance. To illustrate this, Beer has used the example of Hewlett-Packard, where he stopped the practice of paying for performance.

In the 90's, Hewlett-Packard pose ideal conditions for innovation in pay. The organization was decentralized and consisted of thirteen units to be the headquarters of the company. Remuneration system in the company was based on recognition of merit employees compared to the rest of their group, consisting of workers falling within the same salary bracket. Were not implemented bonuses for managers. Remuneration in the form of stock options were granted at the discretion. Due to the fact that managers of individual individuals perceived inadequacy of the pay system, they began to push for a central body to make changes.

According to Beer, the managers of many organizations look favorably on the rewarding results. They believe that it attracts skilled staff who help them maintain and motivates them to work. They expect that the incentive spotaci remuneration for the results will be large enough that the profits from the introduction of such a system will outweigh the costs associated with it.

From the standpoint of the employee, pay for the results, it seems a good solution. Due to the idea of \u200b\u200bpaying for results, it seems to be more equitable than the classical system of remuneration prevailing in HP. An additional aspect of this system is the direct effect of increasing the employee his salary.

problems in Hewlett-Packard

first unit, which has decided to changes in the system of remuneration, it was a branch located in San Diego. Managers have implemented a system, divided into three levels, binding targets with the remuneration band of workers. It was assumed that one can achieve a level of not more than 90% of units, level 2 no more than 50% of the 3 teams and no more than 10-15% of the teams.

the first six months, the system seemed to take an exam. Most of the teams reached the level of the second and third. Because of this, that the costs were higher than anticipated, increased requirements to achieve a particular level. This action was początkiem problemów HP.

Zespoły zaczęły być sfrustrowane, że działania od nich niezależne, takie jak dostarczanie podzespołów, wpływało na ich wyniki pracy. Wysoce efektywne zespoły zaczęły odrzucać nowych członków zespołu, którzy wydawali się mniej kompetentni, co znowu prowadziło do podziału zespołu. Zmniejszyła się także wymiana pracowników między zespołami, zmniejszając możliwość wymiany wiedzy i zwiększenia efektywności pozostałych zespołów. Działania pracowników koncentrowały się to achieve a higher level of wages and lead to greater frustration when the level was not impossible to achieve.

Managers, however, noted that most of their time they spend on creating a pay system. They concluded that the introduced system is not motivated and not develop appropriately staff. This system was hard to master, especially for a company that is as decentralized as HP. For these reasons, the introduction of such a global system of remuneration to the organization has been suspended.

According to the author, most zakasującym observation arising from the actions HP is to compare the expectations they had managers in relation to the benefits, which are offered, with real costs that have occurred.

above example, such a large corporation like HP, shows that the introduction of performance-related pay in an organization requires a lot of thought. It seems necessary to understand the needs of employees and to determine appropriate goals that can become their targets. Some Experts say the wrong set objectives of such a system, leading to cessation of work on all tasks, which are not included in their squad, because they do not lead to an increase in salary. In addition, such a system should be kept in balance between the expectations of employer and employee, otherwise it will not be properly understood by either party.

[Beer, Michael, Mark D. Cannon. "Promise and Peril in Implementing Pay for Pe rformance: A Report on Thirteen Natural Experiments." Harvard Business School Working Paper, no. 02-064, 2002]

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Kafeteryjny Plan - Definition

kafeteryjny Plan is one of the tools that is available to the employer implements the concept of comprehensive employee compensation. The most classic way to solve the problem employee is to offer the advantages of implementing such a system, which shifts the responsibility for decisions regarding compensation for department dealing with human resource management. This creates a system, building on the expertise of individual members of the department, this solution is inflexible to the employee. Another solution is to use a tool such as a plan kafeteryjny. It allows the transfer of responsibility for a significant part of the election on staff. This solution gives greater flexibility for the individual.

According to the definition given by Philip Hutchinson'a, kafeteryjny plan is an agreement between the employee and the employer, allowing employees to make a choice in creating a salary plan, consisting of the composition of the advantages and money received by the employee [Hutchinson, 2004, p. 1]. Kafeteryjny plan, operating in A. Pocztowskiego the book under the abbreviated name of the cafeteria, causing more flexible wage worker by offering corresponding benefits from a specific list (menu) [Pocztowski, 2003, p. 378]. Thus, the employee may choose the right plan for yourself of additives, which as far as possible will be matched to their needs. In this way, each employee will be created benefitowy individual package. The simplest example would be a choice between health insurance and additional money. More complex plans kafeteryjne offer a choice between a variety of benefits, or offer the possibility of different choices within a single additive for example, health insurance individual and family [Hutchinson, 2004, p. 1].

[Hutchinson, P. (2004). Flexible Benefits. London: Short Run Press]
[Pocztowski, A. (2003). Managing Human Zaswobami. Warsaw: Polish Economic Publishing House]

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Notes to Remuneration Shifting

Salary is moving to increase the motivation of employees to the organization able to achieve appropriate goals. Along with pay at the core of essential material remuneration.

To enable the best communication value it brings, the objectives of the organization should be open to public accessible, properly formulated, in an understandable manner for all that they may become targets of individual workers. It is important that the employee was aware of how he achieved individual goals are translated into the organization's objectives and what is the relationship between achieved goals and accorded due consideration to the mobile.

It is essential that clear and frequent communication principles of remuneration, it is necessary to understand the employee, as its action affects the achievement of the objectives for which they are paid allowances. If the employee does not understand the allowance system, it is not able to link their work with the profits that it can generate for him, thereby losing the motivation to perform the task. Another aspect of understanding the task is to identify the objectives of the employer's own objectives [ed Lance A. Berger, 2008, pages 213-214].

Here it is worth mentioning the difference between profit sharing and reward for individual achievement. They differ from each other, and their operation should be used in appropriate cases. With the sharing of profits, the employer shall take into account the achievements of the whole team or even an organization. Rewarded in this way to cooperate and operate effectively within a group of people. In this case, teamwork is enhanced because the rewards for the final product, in which contribution was the construction of a large number of people. Individual award is to appreciate the merits of the unit where the employee sees a direct impact on their work done by the task. The team of employees in an organization can be likened to an orchestra, where several soloists' playing first fiddle ", earning the biggest ovation, but the final result is influenced by the orchestra, its merits can not be underestimated. Skillful manipulation between these additives is very important [Tropman, 2001, p. 102].

In E. Lawler 'a system of incentives in the form of prizes, may have a greater impact on motivation than the value that results from the additive itself, with the employee. This can be explained by the fact that the system add-ons based on goals achieved, the employee has direct control over the received additions. What's more it is appreciated as an individual, showing him the recognition that people have an employer [Lawler, Pay and Organization Development, 1981, p. 24].

is also worth remembering that moving salary is only an addition, therefore, not should become the basis for remuneration. Roughly speaking, the average employee in the company structure is as follows:

• about 20% percent is the best workers, which employers should be most dependent

• 60% of average workers who would have been worth at

• bottom 20% are workers, which should not be so dependent employer.

In high share of wages in the overall mobile pay, the best 20% of workers receive the most add-ons, distancing themselves from the rest of the earnings. That they get the best deals, they have the greatest potential. Such action may act destructively for the rest of the crew and lead to increased employee turnover in your organization. Therefore, consideration should be moving bonus, over which can be managed by introducing order into the system of remuneration [Tropman, 2001, pages 108-110] .

For the recent suggestions of moving salary, you should maintain the greatest possible simplicity of their administration, by minimizing the number of processes related to the remuneration zawiadywaniem. This facilitates the work of the employer, because of the simplicity of rules and enforcement of the tasks performed and the employee who will know exactly for what, when and how much he deserves. In adapting the awards is useful experience, observation and periodic testing of employees who can answer your questions about the adequacy of awards for his work [Tropman, 2001, pages 106-107].

[ Lance A. Berger, D. R. (2008). The Compensation Handbook. USA: McGraw-Hill Companies ]

[ Tropman, J. E. (2001). The Compensation Solution. Lexington: University of Michigan Business School Management Series]

[ Lawler, E. (1981). Pay and Organization Development. Massachusetts: Prentice Hall]

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Guru Training - study in India

One of the most important elements of reward and motivate staff is trained to the task to be performed. The perennial problem of the intersection of the employer to determine the value of having a special training, values, which can translate into a refund. Many companies have training programs for workers, but many managers discourage their people to participate in them. Reasons for such behavior are many: the training takes time, is kosztochłonne, and when workers acquire new skills will be easier for him to go to a competitive company. It is this, the widespread perception of "training" runs to reduce spending on them.

However, so far away for us to countries like India have shown that these assumptions may not be true. Training of employees leads to increased productivity, reduced staff turnover and organizational development. A group of scientists from Harvard University and Duke University published a report "How the Disciple Became the Guru , which describes the practice of staff development in the 24 largest companies operating in India.

will try to describe to me the most interesting topics discussed in this report:

1. Recruitment - the first step in the process of finding a job is to create your CV. CV does not reflect the human skills, capabilities or capacity, demonstrates the ability to create a good CV. For this reason, in India were carried out by a number of trainee psychometric tests and interviews. In this way, candidates no longer have specialized in a particular domain and have the technical expertise to those who show great potential and ability.
2. training for new employees - a company in India proceed from the assumption that the workers they employ must be trained practically from scratch. For this reason, the biggest company operating in this market, built training centers offering an extensive training program within the company. New employees receive comprehensive training lasting up to 7 months before the start of real work in your company.
3. training for permanent staff - employed workers are required to participate in various training programs, not only the technical and specialized tasks but also enable the development and management of their soft skills such as communication, quality, organizational culture, foreign languages, self-motivation, etc. Planned time for training for staff is from 1 to 4 weeks per year. are also often found mentoring programs, knowledge sharing and rotation positions.
4. Development Management - Most of the companies surveyed in India had systems like ERP systems to manage the development of employees. Employees are usually evaluated at the end of each project. In this way, are directed to the appropriate training, if it is recognized that there are gaps in knowledge. mechanisms such as a study model of 360 degrees or a balanced scorecard are widely used.

The evidence supported the above mentioned activities the authors provide the following information:

the above chart clearly shows how to develop dynamically tested in companies operating in India.

most interesting request from the authors of this study is that better trained employees become more productive, so businesses can increase wages and the number of training without a reduction in the level of profit organizations.

my opinion, these studies demonstrate the importance of proper training of employees to the tasks they perform, but it seems that the authors do not take into account all aspects that distinguish the Indian market in the western market. Read the reviews on this market, I conclude that the persons employed in the study to those firms located in India, have a significantly lower level of education than workers employed in the same firms falling in the west. Therefore, they require more training.

Another reason for rapid growth in this region is offshoring to countries such as India, aimed at reducing the costs of the organization. Therefore, one should not translate directly to quality and quantity of training for business development in the region.

In conclusion, I would recommend reading the full report, because it seems to me very interesting.

[ How the Disciple Became the Guru , Vivek Wadhwa , Una Kim de Vitto, Gary Gereffi , July 23, 2008]

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Terms of proper implementation of the plan attributes a good cafeteria

One of the main problems is motivating zachowaniespójnej employee reward policy which incorporates all the departments in the organization. Tropman department proposes to create a comprehensive remuneration within the organization, which would combine the competence of many different departments in order to motivate staff in a more consistent manner [Tropman, 2001, pages 196-197]. Therefore, the employer, taking into account the implementation of plans kafeteryjnych to his organization, should be aware that it requires coordination various elements . These elements within the organization are:

• administration department,

• department of human resources management,

• providers and additions

• proper communication of their products,

• IT interface to handle the cafeteria plan.

function of the administrative department in this case, is a daily service cafeteria plan and related formalities. The responsibility of the HR department is to construct a properly designed plan cafeteria, which would meet the requirements of all employees. As was shown in the figure below , proper implementation and operation of such a plan depends on cooperation department of human resources management and administrative section [Hutchinson, 2004, p. 39].

Source: [Hutchinson, 2004, p. 39]

Proper management service providers and supplements may reduce the problems associated with the use of the advantages of being purchased. Contract with them should carefully define the conditions and a description of the product be purchased.

very important factor is proper and accurate communication to employees how the values \u200b\u200binherent in a supplement. The most important areas where there are communication issues are:

• terms and conditions that are associated with individual benefits,

• employees understand what their options

• made clear procedures for the management plan kafeteryjnym [Hutchinson, 2004, pages 1939-1940].

IT interface to operate the cafeteria simplifies the operation of the entire plan. Properly designed, gives a clear insight into both the administration and management kafeteryjnym plan and the employee, wanting in the simplest and understandable for the way they manage their elections [Hutchinson, 2004, pages 1940-1941].

options that can offer kafeteryjny system are almost limitless, but the number of the advantages of the system within the cafeteria should be a compromise between a wide range of choice and the administration of the system [Coleman, 2006, p. 68]. ;

[ Tropman, JE (2001). The Compensation Solution. Lexington: University of Michigan Business School Management Series]
[ Hutchinson, P. (2004). Flexible Benefits. London: Short Run Press]
[ Coleman, A. (2006, Vol 59 Iss 7). Flex takes the lead. Director , pages 1964-1968]