Page 403 - The Handbook for Quality Management a Complete Guide to Operational Excellence

390 M a n a g e m e n t o f H u m a n R e s o u r c e s R e s o u r c e R e q u i r e m e n t s t o M a n a g e t h e Q u a l i t y F u n c t i o n 391

• Identify customer requirements. Meet with the customers to
determine what they expect.
• Determine metrics for current performance. Metrics should be
determined for each requirement.
• Identify areas for improvement.
• Form teams to develop improvement plans.
• Develop tools (surveys, interviews, etc.) for measuring customer-
perceived performance improvement.

Alternative #3: Process Appraisals
In a process appraisal the focus is not on outcomes, where the employee’s
level of control is debatable. Rather, the appraiser focuses on key process
behaviors that are under the employee’s direct control. For example, sup-
pose the output of a process is successful supplier projects. Rather than
concen trating on this factor in the performance appraisal, the focus would
be on key success factors associated with individuals who consistently
produce success ful supplier projects (e.g., communication skills). These
factors can not only form the developmental plans for each employee but
can also improve per sonnel practices: candidates who already exhibit
these traits can be hired.

Alternative #4: Managing Personal Growth
In response to the criticisms of traditional performance appraisals, Dow
adopted a process called Managing Personal Growth (MPG) to help
employees and managers clarify what each manager expects from his or
her employ ees and what the employees’ personal strengths and develop-
ment needs are. It is used by managers and their direct reports at all levels
and in all functions. The MPG process has four steps:
• Pre-workshop assignment. Each participant and his or her manager
independently define the participant’s job responsibilities, important
skills, and personal capabilities. Employees are asked to consider
and rate their personal and professional values. They are encouraged
to think of their career growth and accept responsibility for their
success or failure.
• Workshop. Participants attend a 1½- or 2-day workshop at which
they clarify their values and personal motivators and develop
ideas for increasing job satisfaction. They also compare their
priorities and skills with their managers’ assessments of the same.
Then they outline specific actions to increase job satisfaction and
improve performance.
• Development discussion. The participant and manager review the
employee’s development plan and agree on job priorities, areas for

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