in our second round of employee reviews, a problem emerges
by：QY Precision 2019-09-18
The struggle of enterprises trying to survive. This series of posts first explains why I decided to re-post Staff reviews. After reviewing my staff in 2013, I had a long and hard time thinking about what to do next. Kyle and I want to make some changes, whether it\'s the way the store is arranged or the way it works. I decided to make a profit in order to encourage cooperation. sharing plan. It took a month to work out the details and I introduced it in April. Then Kyle and I went on with our plan and tried a new way to build the table. We want to get rid of the traditional workshop mode in which a worker builds a complete workshop and solves a lot of problems -- Solve along the way. We have been operating like this for many years, but have found support for a high Wage labor force Unless I give up my profits. I\'m done. We want to put more resources into engineering and try to solve the problem before they leave the office. That\'s why we decided to train veterans to write programs for CNC machines, and we let everyone else focus on a shorter list of tasks. It\'s no surprise that we \'ve found that the repetitive performance of a narrower set of operations improves speed and quality. My Friday meeting with Kyle is still going on, but there is one more attendee: Nathan, my chief salesman. In his comments, Nathan expressed interest in learning more about how I worked. He has worked for me for 15 years and he has been eager to do everything he can to help the company succeed. Although he had questions about whether he could succeed in the role, he changed from a bench driver to a salesman. When he asked to get to know my job, I realized it would be a good idea to start getting someone on my side and Nathan would be a great candidate. He joined the Friday committee and began contributing to events this week and longer --term strategy. In the workshop, CNC Wizards exceeded expectations. Not only did he learn to do basic operations on the machine, but he also read the entire manual himself, built a good relationship with the support staff of the machine manufacturer, searched YouTube, see what other stores have done with the same machine. In order to finish the work while completing the normal work, he worked overtime. Meanwhile, veterans have moved to the office. It\'s not going well, but it\'s not his fault. Engineer Andy is in charge of training him to program CNC machines and Andy has never trained anyone before. It took him some time to find a way to get veterans on track. At the end of last summer, Andy reported that the veteran was making progress. However, this progress has not translated into what I want. We continue to run into annoying problems with the machine code from the engineering office, small bugs that CNC experts have to ask to correct. Sometimes he does not find a mistake until a part is run and destroyed. I had hoped that the additional engineering capabilities provided by the veterans would solve the problem, but the error did not go away. On November, I asked the CNC prodigy to start recording every error in the spreadsheet so we could look for the pattern. But there is no pattern, only a series of errors. The problem did not disappear all winter. While writing this article, I looked at the error log and there were several errors every week starting in the fall. On last November, I also joined the company in commemorating the 20 th anniversary of the veterans, giving a brief speech to all the workers, thanking him for his reliable service, professional ethics, his extraordinary craftsmanship over the years I praise without reservation. I also gave him a generous bonus. As far as I can tell, however, this did not cheer him up. At the end of the year, we sold a bunch of more complicated jobs than our bread --and-Butter products. As our most skilled taxi manufacturer, veterans were asked to do the job. This left him out of the office for most of December and part of January. After that, our slow sales meant that no two engineers were needed and he spent more time in the workshop. Sales have grown in the third month, but we still don\'t have enough engineering work to keep him busy. Instead, he moves back and forth from the office to the store. When he worked on the bench, his mood became very low. Things improved when he returned to the office. Through all this, programming errors still exist. We installed another engineering workstation on the machine so that the CNC prodigy could solve the problem there instead of trekking to the office, describing the problem and waiting for it to be fixed. The new station will need to purchase another computer and software license for nearly $5,000. So now I pay one person to send the wrong code and the other to fix it. But at least I don\'t have to distract Andy by adding another student. CNC Wizards used the manual and online tutorials directly, and he taught himself the program. Once he learned how to program, he began to try different ways of running. It wasn\'t long before he knew the machine was cold. When spring is here, Kyle asks when we will review again. I \'ve been trying to revise our pricing spreadsheet all winter and didn\'t expect any distractions. But the comments from last year were very useful, so I agree we should start as soon as possible. Kyle and Nathan and I discussed how the 2014 round of reviews will take place on the third Friday. To save time, we decided to use the 2013 format without changing: the same set of questions and answers, the same separate meetings, the willingness to spend hours with each worker. We spent most of our time discussing the precise definition of three selves. Assessment options: need to be improved, solid and outstanding. We have identified the following definitions. What needs to be improved is selfexplanatory. Solid is equivalent to a level a of the school: excellent performance and our expectations for the workers. Outstanding is left to a handful of workers who stand out with extraordinary effort or extraordinary ability, even among the groups of workers I have achieved very well. In the second week of April, all of us At the meeting on Monday, I announced that we will review again and I reviewed it myself Evaluation definition. The sign- Soon the sheets were filled. Since I hired another employee in the fall to help us develop a new website, we now have 16 employees Part-time staff and part-time staffTime bookkeeper We will be able to complete the review within three weeks and the third Monday is the last one. That position, by chance, is for veterans. I don\'t know if he chose it on purpose or if it was slow to sign up and took up the rest of the time. One of the first reviews was the CNC prodigy- How happy this is. Not only can we congratulate him on doing a very good job, he also told us that he has signed up for the community university course at Solidworks We have been thinking about replacing the auxiliary manufacturing program for our current software. After he left the room, I began to think about whether he should still work on the CNC machine -- Or whether his knowledge, initiative, and imagination will not be better utilized in the office. I can upgrade him to the engineer responsible for writing code for the machine. The only question? We have someone who has filled the role: veteran. In the comments for the second week, we started to hear some comments from other workers about the veteran. One of the questions we ask is, do you have any suggestions for any other employee\'s performance (s)? Some commented on the veteran\'s attitude. I didn\'t stay in the store for a few days, so other workers thought his behavior was a problem, which was news for me. Of course, we all know he\'s not happy at work, but I didn\'t see it affecting morale. Kyle was not surprised, however. He told me it was hard for the veterans to deal. Then he began to tell me exactly what happened and I became alert. Some of the things that veterans do, in particular, refuse to follow the direction on how to set up the work, and make disrespectful comments about Kyle, our staff manual clearly lists the reasons for immediate dismissal. If the veterans were a newly hired worker, I wouldn\'t be upset about firing him. But he\'s not new. He\'s been with me for 20 years. Monday: Summary: I decided what to do with veterans. Paul Downs founded the furniture manufacturer of Paul Downs in 1986. It is located outside Philadelphia. You\'re the boss who provided an insider on the small- Ownership of the enterprise. It gives business owners a place to compare notes, ask questions, get advice and learn from each other\'s mistakes. The blog also provides an analysis of policy issues and offers investment advice. The last piece of \"You are the boss\" was published on December. 23.