February '20

For the Business of Apparel Decorating

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2 0 2 0 F E B R U A R Y P R I N T W E A R 1 1 The basis of most performance reviews is an evaluation of the assigned duties found in the worker's job description. Uh-oh. You don't have written job descriptions for each of your employees? That's not really a problem. There are readily available templates of common job descriptions for our industry found in affordable software programs such as Insperity's Descriptions Now. Oh, you have job descriptions, but they don't come close with what the employee actually does day-to-day? Try this exercise with one of your best employees: 1. Ask her to take the next few days—over a weekend works best—to write down what she thinks are the five most im- portant things she does in her job. Ask her to describe each one using the SMART acronym: be Specific, how the task is Measured, what Actions are required to complete the task, what company Resources does she need to complete the task, and how much Time does it take to do it and/or what percent of her on-the-job Time does she spend doing it. 2. Tell her you will be doing the same—that is, you will list and describe the five most important things you think she does. 3. After each of you have finished your assignment, compare lists. Typically, you find that your combined list contains around seven items. If you each independently come up with the same five tasks, compare the SMART details and double-check if the list describes at least 80% of what she does. If your combined list has ten items, you have a com- munications problem that needs to be resolved…and fast. 4. After you complete and agree-upon the combined list, compare it to the written job description on file. Update and modify the job description to better illustrate what the worker does for your company. 5. Finally, propose to the employee that any future review will be your evaluation of her performance for those particular tasks and one other that applies to everyone—compliance with company policies. Repeat this process for every one of your direct reports. In essence, you've updated everyone's job description and the em- ployee had input into its content. The last thing you need to do is ask yourself some questions about each worker's duties and responsibilities so that you can provide the right leadership and support to them: • Has she been performing the job satisfactorily and on time? • Does she need additional training or resources to do the job cor- rectly or better? • Is she motivated to do the job? Is there enough incentive to do a good job? WHAT TO DO BETWEEN REVIEWS Now that every employee knows what you expect of them and on which they will be evaluated, you should develop a regular system to keep track of their performance between formal reviews. This could WM Plastics • Cures at 110°C/230°F • • Universal, 100% cotton to 100% Poly • • No Ghosting • • Soft Hand • • High Opacity • • 20x More Flexible than Regular Inks • • Available in RFU Colors • • Pantone Color-matching System Available • • Heat Reduction Correlates to Energy Savings • • No Need to Add Catalyst for Heat Sensitive Garments • • Best Bleed Resistance in a Plastisol Ink • Low Cure (LC) Inks A True Universal Ink (800) 535-4657(INKS) WMPLASTICSINC.COM

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