While clerical employees should participate in the goal setting, the degree to which they should be permitted to set their own performance standards is necessarily limited. Yet management must depend on this group to keep the business going, to help realize profit goals, to reduce costs, and to move up into positions of responsibility in lower and middle management. Discussion of individual performance results is equally important. The manager will have to pick up and carry the ball more frequently, but should encourage the individual to participate in the discussion and freely express his viewpoint.

The format for appraisal of a non-exempt salaried employee performance is necessarily less complex than the one used for exempt salaried employees.

Because most clerical employees are interested in advancement, opportunities must be made available to them. The best way to start is with a formal job description and a sound, competitive salary structure that has step rates or rate ranges for each grade and is well administered, updated, and communicated to all clerical employees. To get maximum mileage from these efforts, a planned advancement procedure should be initiated and communicated to all clerical employees in small groups called together by their immediate supervisors.

Simplicity and flexibility in administration are the best guidelines. A suggested procedure for planned advancement which encourages supervisors and managers to meet with their people and assist in their advancement is incorporated in the following statement from management to clerical employees.

Promotions are based on employee interest, attitude, motivation, stability, attendance, education, experience, and performance. The more information you can provide for the Register, the more you will enhance your chances for promotion. All clerical salaried employees may complete planned advancement register application forms. Applications for upward, lateral, or downward moves will be accepted. The new planned advancement program will operate as follows:

– Employee who wants to be considered for possible transfer will obtain a form from the supervisor and complete in detail.

– Supervisor will review, sign, and forward completed form to the personnel office via the supervising functional manager.

– The personnel office will develop a skills inventory from forms submitted.

– As requests for clerical salaried help are received by the personnel office, planned advancement register forms will be reviewed for capable candidates.

– The personnel office will arrange interviews with the supervisor who has the opening. The supervisor will notify the personnel office of his decision; if it is in the affirmative, the personnel office will make arrangements for transfer with the releasing supervisor.

– An employee whose qualifications change should notify the personnel office and the supervisor in writing to reflect these changes in the planned advancement register. Such changes include additional education, experience, special or temporary assignments, and outside related activities.

Good human resource management is the hope that the problems of the factories and the offices will not be slighted by the human resources executive in his innovative problem-solving, opportunity-creating role. It is up to him to develop a balanced approach to human resource considerations at all organizational levels and for varying business conditions, both favorable and adverse. Neglect of human asset utilization at any level in any organization will have dire consequences and will eventually impair an organization ability to achieve its goals.

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Category: Business
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