TAILIEUCHUNG - Practical Applications and Recommendations Global Reality_8

Tham khảo tài liệu 'practical applications and recommendations global reality_8', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | On-Boarding in a Global Workplace 187 Figure . continued Systems Office systems computers telephones filing Courtesies protocol etiquette Hours of work timesheets Absence from work annual leave bank holidays sickness Communications Meetings Finance expense claims financial responsibilities Policies and Personal Development Training Company policies such as Development Health and Wellness Corporate Social Responsibility and so on Performance management process Salary review guidelines Performance Expectations Ensure the employee s line manager is available during the employee s initial arrival at the organization to clarify accountabilities and establish priorities. This needs to be an ongoing dialogue but the line manager sets the stage on Day 1 for a successful relationship with the new employee. Schedule a two-hour block of time for the line manager and new employee to meet on Day 1. As Gallop s research has shown the employee s line manager plays the most important role in influencing employee engagement and performance Buckingham Coffman 1999 . The line manager s role in effectively establishing performance expectations for the new hire includes the following Provide an overview of the function s role in the business and its relationship to other functions Review the role description and agree on priorities and timetables 188 Going Global Agree on how performance will be judged who will be involved in evaluating performance and how performance will be rewarded Define development goals Set up periodic informal evaluations Some organizations highlight the critical role of the line manager in effectively on-boarding new hires by including metrics such as the percentage of time dedicated to on-boarding efforts and turnover rates as part of line managers performance ratings. According to a survey by the Society for Human Resource Management 83 of companies report the use of a formal orientation program for new employees. Unfortunately the usefulness

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