Scenario 1:

Ben conducted a face-to-face performance evaluation interview with Yuome, a 21 year employee. Yuome has performed over the review period (annual) at a level rated as meeting all expectations. Yuome never misses work and completes special projects, on time. Her latest project resulted in annual savings of $52,000. It is well known via the grapevine that the salary adjustment pool for this year is 6.8% of last years base.

At the end of the interview, Ben states that he wishes he could increase Yuomes salary, however, she has reached the top of her salary range and company policy does not allow any increase to her base.

• What you would have done differently, had you conducted the interview as Yuomes supervisor?
• What is Yuomes reward for her last year of performance?
• What other creative pay increase vehicle(s) might you suggest?
• How does an organization avoid this situation?

Scenario 2:

Fred has evaluated the performance of Cletus for the last 11 years. The evals are always on time, clear and perceived by Cletus to be fair. Cletus has received annual salary increases averaging 4.9% over 11 years. Cletus is to be evaluated, along with 6 others within the next 30 days.

Fred was recently promoted because his departments performance was outstanding. Janice was named as Freds replacement and is evaluating Cletus and the rest of the workers in the department. Janice makes a decision to delay completing performance evals for 90 days until she can get settled in to her new position.

• What issues will employees in the department have with Janices decision?
• What is another option for the timely completion of the evals?
• If you were Big Boss, what action, if any, would you take towards Janice?