in sexgalongi veror will be found at the employee toes work that is the fair natagory on the merit-rating form: Indicate by selecting da amoiores can to his own job and also oba dosely related to his own. At times yon may remind this empires about low to to 1 JOD. e. This worker may require a follow-up on his work times. 4. He or the may take chances at times which may result in an lecasional e. The employes' a production slips back once in a while. nie employee can be reangnized by the following characteristics: an do only nie oma job. Re or the is a one-job person. by You must Sell him what job to tn. 4. It appears hard for him to "catch on." 4. He or she has more than the sal number of accidents. Taje employee may stir up trouble in your department at times. At times you cannot fully depend on the TEEN TO RATE A) nach ampliribbe, of jess than six months' service with McCormick and Compar 1 ft. pak në rated at the end of their 1st, 3rd, and 5th months of service. All pegular Amployees having more than six months' service with McCormick and Coonpand are boy de taked on the annual and semiannual anniversary of their AN yerngilitat a bencheryone with more than six months' service with McCormick Ligind when A be the six months after being placed on a temporary bant, and my shound ne taked on the annual and semannual anniversary of their Ante of eighty thenk. Tre Pérolinel frepartment will send you the names of your people due for Pull these blank merit-rating forms from your Department Folder in Petalitney After the rating has been completed, discuss the rating with Persomney, then discuss the rating with the individual. PROCEDURE IN RATINGS The heading will be filled in by the Personnel Department. Crete the tomber of the qualities that apply to the individual employee and think it with but to the right. Add up the points and place in "Total hire at the bottom of the sheet. Employees will be entitled to the based on points to their credit. team than 49 points. following merit entings Ment Rating 4 Merit Rating 9 Total points between 50 and 67. Fill out the merit rating form completely, answering all questions that apply to the employee. To be of value, the rating must be complete. DISCUSSION OF RATING WITH EMPLOYEE-BE SURE YOU ARE RIGHT-HAVE YOUR FACTS TO BACK YOUR STATEMENT Talk Then We all like to know how we "stand." You have facts and figures well organized after you have prepared this rating, so you are prepared to talk with your employee. PLAN your interview, time, and approach. Put him at EASE. about his good points-tell him about his strength and desirable qualities. discuss weak points with this approach, with kindness-what could be done to improve these weak conditions. Be considerate of feelings. You should have a definite plan for improvement. DO NOT show him your actual rating sheet or tell him the score. Find out his reasons for discouragement and offer encouragement and willingness to help him develop and progress in his work and his rate of pay. FOR GOOD SUPERVISOR EMPLOYEE RELATIONS-HOW TO DISCUSS RATING WITH 1. Plan the interview— Study the employee. Study merit rating. EMPLOYEE Decide time and place and approach. 2. Put employee at ease Get him to talk about himself, family, or recent event. Tell him purpose of interview plan. Be friendly and sincere-watch kidding or joking. 3. Talk about good points Start with strongest point. Be sure of your facts. Use prepared notes. 4. Plan for improvement Get his view point on where he thinks he can improve. Get agreement as to his weaknesses and action for improvement. Take special training or schooling, if so list here. CLEAN, NEATELY PRESSED, WELL FITTING UNIFORM; Personal Appearance HANDS CLEAN; HAIR GROOMED; GENERAL NEATNESS. Merit rating your employees is to aid you in securing advancement for them. You are measuring their contribution to your department. Your rating not only measures performance, but will aid in locating the areas where you may help the employee progress. The CHAIRMAN. The next witness will be Mr. H. N. Muller, of the Westinghouse Electric Corp. Go right ahead, Mr. Muller. STATEMENT OF H. N. MULLER, MANAGER, EDUCATIONAL DEPARTMENT, WESTINGHOUSE ELECTRIC CORP., EAST PITTSBURGH, PA. Mr. MULLER. Mr. Chairman, I am very happy to report that I suddenly found out that I can make my comments quite brief, because my experience with our organization conforms, to a very strong degree, with what Mr. Reid has just said. There are, however, just a few things I would like to mention that are somewhat different from Mr. Reid's discussion. First, I want to admit that I have had no opportunity to personally familiarize myself with the civil-service rating system so I can't make any comparisons. Next, I wanted to explain that in the Westinghouse Electric Corp. my responsibilities pertain primarily with the employment, training, and placement of technical and professional people. I explained all that to your representatives when they contacted me and your representatives still thought that our comments might be of value. Our people are, by and large, college graduates-mostly in the engineering and scientific fields, and some in business administration and social sciences. We do use for this level of people individual rating sheets that go into considerable detail, very similar to Mr. Reid's description-that is, we grade on a large number of points-cooperation, attention to duty, tact, intelligence, judgment, initiative, leadership-and for each of those points we have a number of quality rankings-"Poor," "Fair, "Good," "Very Good," "Superior"-the same description as Mr. Reid has given. We do that for the reason he mentioned, that conscientious supervisors can give you a better individual picture of the employee, but there are also some other factors involved. We have found that if you only have a "Satisfactory" or "Unsatisfactory" rating the personal angle comes in much more heavily. The "teacher's pet" angle will always give the man a "Satisfactory" rating. A personal grudge, too, can frequently in spite of performance, give an "Unsatisfactory" rating, but if there are a number of gradations the report appears to be more honest. We are now in the process of developing a combined rating and performance record. We are attempting to devise a system whereby each supervisor that a man has worked for will be asked to use a rating sheet and grade that man. Those individual rating sheets will never be used except by a group of experts who will use that collection of rating sheets to decide a combined rating arrangement, based upon a general ability and performance index, and that would be kept most confidential. If outside companies were to ask for an employee's history, we would give them an honest general statement based upon our personal knowledge and any rating records we have. One point that has not been mentioned here at all that I believe to be important goes back before any of the systems mentioned are put into effect, and that is original selection of employees. We have been making a very sincere effort to eliminate the misfits or unqualified persons before they are put on the pay roll, because it not only |