Letni razgovori kot orodje vodij za krepitev kompetenc njihovih sodelavcev: primer velikega trgovskega podjetja - Butinar, Jure (2016)
Letni razgovori so v podjetjih prisotni že precej časa. Služijo tako posameznemu zaposlenemu kot tudi njegovemu nadrejenemu. Zaposleni na podlagi letnih razgovorov lahko sledi svoji uspešnosti in doseženim ciljem, nadrejenemu pa letni razgovor ponuja oceno uspešnosti njegovega zaposlenega. V naši raziskavi smo se na enem izmed slovenskih podjetij na področju trgovinske dejavnosti osredotočili na tri hierarhične nivoje med zaposlenimi v prodaji, in sicer na prodajalce, dnevne namestnike in vodje prodajalcev. Proučevali smo povezave v ocenjevanju zaposlenih in ocenjevanju zaposlenih s strani vodje. Vodja je pred svojim ocenjevanjem videl oceno, ki si jo je dodelil zaposleni, šele nato je zaposlenega ocenil tudi sam. Izhajajoč iz ugotovitev preteklih raziskav, smo se posvetili vplivu predhodnega seznanjanja vodje s samooceno zaposlenega in ugotavljali, ali prihaja do pristranosti ocenjevanja tudi pri letnih ocenjevalnih razgovorih v slovenskem podjetju. Ugotovili smo, da dejansko prihaja do pristranosti ocenjevanja ter da med ocenami prodajalcev in vodij prihaja do razlik. Tega za ocenjevanje dnevnih namestnikov nismo potrdili, ugotovili pa smo tudi določene povezave na področju ocenjevanja med različnimi sklopi vprašanj. Glede na ugotovitve naše raziskave za pridobivanje objektivnejših ocen predlagamo za v bodoče, da vodje ne vidijo ocen svojih sodelavcev, predno le-ti svojega sodelavca najprej ne ocenijo sami, predlagamo pa tudi večkratno letno izvedbo neformalnih razgovorov, ki bodo dali hitrejše povratne informacije, hkrati pa podali tudi realnejšo sliko doprinosa sodelavca k uspešnosti podjetja. Annual performance appraisals are present in companies for quite a while. They serve employees as well as their managers. Employees based on annual interviews can trace their performance objectives and achieved goals, to the managers the annual interview provides an assessment of the performance of its employees. In our study in one of Slovenian companies in the field of commercial activity we focused on three hierarchical levels between employees in sales, namely the sellsman, daily deputy and the head of sellsman. We studied the links in the assessment of employees and the assessment of employees from their managers side. Managers get to see the self-assessments of its employees in advance. Managers assigns their grades only after. According to proceedings from the findings of previous research we focused on the impact of the previous pairing of leader with the self-assessment of employee to determine whether there is a possibility of biased evaluation in the annual appraisal interviews in the Slovenian company. We have determined that there actually comes to the biased evaluation and that evaluations between employees and managers differ. This for evaluation of daily deputys was not confirmed. We also found certain links in the field of evaluation between different sets of questions. According to findings of our survey for getting more objective estimates we suggest managers not to see estimates of the employees in advance and we also suggest to perform multiple annual informal performance conversations that enable rapid feedback and at the same time give more realistic picture of employees contribution to the company's performance.