Project Human Resource Management 195
4. Ranking employee against other employees of the same organization : In
this step, employees from different teams are put in the same pool and ranked against each other according to the impact each one of them made during the
year. Usually, high - level managers attend this ranking meeting along with direct managers and make their decisions on the ranking process. In this meet-
ing, an employee could have been very successful according to a manager ’ s expectations but ranked with lower performance than an employee of another
team who worked on a critical and highly visible project. An employee who solves a customer issue may impact the company ’ s financial performance
more effectively than an employee who patents a new invention and, as such, be ranked higher. This part of the process is normally the most stressful for
managers, and requires a lot of negotiations and compromise. A final ranking for all employees of the organization is the final outcome of these meetings.
5. Review results communication to the employee : This is the last step of the
reviewevaluation process in which the employee is communicated to by his manager the result of hisher performance last year and the next steps for him
her to advance to the next level. This part of the process is the most stressful for employees and managers. A manager has to explain to his employees what they
have done right, what they need to improve on, and convince them this is in their best interest. Managers also have to explain very clearly to their employees what
they need to do to improve. Employees have to prepare for all possible results.
Table 9.1 Example of Employee Rating for the First Four Levels at SEMITech Level 1
Level 2 Level 3 Levels 1, 2
Items Plus . . . Level 4
Level 3 Plus Product
Impact Scope of
Innovation Accomplishes
technical tasks specific to sub -
project. Accomplishes
technical tasks specific to sub -
project. Clearly documents
and communicates about the project.
Strong technical influence and
contribution to important aspects
of the project.
Organizational Impact
Influence Clearly
communicates work and
ideas to team members and
supervisor. Clearly
communicates work and ideas to
team members and supervisor.
Contacts are primarily with
immediate supervisor and
others on the team.
Sought by project peer to
supply specific information on
current project responsibility.
Uses relationships and analysis of data
to gain support for proposals.
Decisions frequently affect
the performance and success of the
project. Influences tactical
business issues that impact the
entire team. Interacts with
senior internal and external personnel
to get updated information,
answers, or advice to shorten own
learning curve.
Strategies are influenced
by hisher recommendations.
Continued
196 CASE STUDIES
Level 1 Level 2
Level 3 Levels 1, 2 Items Plus . . .
Level 4 Level 3 Plus
Technical Expertise
Demonstrates basic
engineering skills.
Work is of good quality.
Works on tasks of low
to medium complexity,
based on specifications
developed by others.
Working technical knowledge in one
technical area. Work employs
company - wide BKMs.
Shows consistent growth
improvement in areas of
contribution.
Works on tasks of low to
medium complexity,
based on specifications
developed by others.
Regarded as an expert in area of
contribution. Work has high
quality consistent with the complexity
and risk of assignment.
Work either extends or employs
company - wide BKMs.
Shows consistent growth
improvement in area of expertise and its
application.
Needs minimal assistance on
medium to complex tasks.
Regarded as an expert in several
technical areas. Understands risks
and manages them effectively.
Exhibits initiative independence in
finding ways to ramp up in new
technical areas.
Comfortable with medium to
high complexity projects.
Teamwork and Leadership
Viewed by peers as
a positive team player;
demonstrates a professional
attitude.
Gives credit where credit is
due. Viewed by
peers as a positive
team player; demonstrates
a professional attitude.
Displays a willingness to
volunteer for projects outside
job scope.
Gives credit where credit
is due. Viewed by peers
as an excellent role model for
communication, teamwork, and
leadership skills.
Shifts between leader and follower
as needed. Sets clear
expectations and requirements
for team. Networks
effectively to share methods
and information to uncoversolve
issues.
Openly shares and accepts ideas.
Viewed by manager as more
of a peer than a subordinate.
Builds credibility and consensus
both within team and external to
team.
Identifies problems and
solves them.
Business Understanding
Understands high level of
how his work impacts the
whole project. Understands
how hisher work and that
of hisher immediate
work group fits business
goals. Independently
adapts hisher work and that
of hisher immediate
work group based on a solid
understanding of business goals.
Identifies, quantifies, and
flags problems at a team level.
Proactively generates
possible solutions to problems
including cost benefit analyses;
drives solutions across the project.