POSITION DESCRIPTIONS

 and

 PERFORMANCE EVALUATIONS

 By Sam Boyer

 What can management do to ensure all the functions that are necessary to operate a distributorship are completed on a timely basis?  Besides checking on every function every day the use of position descriptions and performance evaluations can go a long way towards making sure your beer distributorship operates efficiently.

That is, if the position descriptions are accurate, current, and performance evaluations are used as a management tool.  Often major suppliers require position descriptions when a merger or acquisition takes place.  After it is completed, the position descriptions are never looked at again or used by management or employees.

Having worked with beer distributors throughout the country since 1986, I often find position descriptions that are outdated, lack the detail to be effective, and are missing for new positions.  Additionally, position descriptions are often found in a dusty binder; having not been looked at in years.

Beer distributors that want to have effective operations should compile updated and detailed position descriptions for all employees.  Providing position descriptions to every employee improves communication, direction, and is a written expression of what is expected of them.  Every employee in your distributorship wants to know what is expected of him or her.  Position descriptions are a necessity if you want to ensure effective communications and all required tasks are performed in a timely manner. 

Position descriptions are really the heart of the organization.  They clarify duties and responsibilities, they identify duties that are not assigned, and they can be used as a very effective evaluation tool.  I know, human resource “professionals” empathically state position descriptions should not be used for evaluations.  I disagree; what better format for the evaluation of performance than to compare actual performance to the duties outlined on the position description.  Having position descriptions used in this manner will force management to review every employee’s duties regularly.  This will require the updating of position descriptions, but it provides another tool for the effective management of your distributorship.

Supervisors and employees are strongly encouraged to discuss job performance on an informal, day-to-day basis.  Additionally, every supervisor/manager should complete a performance evaluation every trimester on all individuals he/she supervises.  This will improve overall performance on an ongoing basis and move your distributorship to a higher level of professionalism.  Additionally, implementing a “scoring” system into the performance evaluation process will allow for the payment of incentive money based upon the average score achieved.

The performance evaluation process would require that each responsibility outlined on the position description would be rated according to the following scale:

4 = Excellent, 3 = Above Average, 2 = Average,  1 = Below Average, 0 = Unsatisfactory

A ratings total would be calculated and an average rating computed.  Based upon the average rating the following incentive dollars could be paid as part of an employee’s compensation package:

 All employees (excluding those represented by a third party) including warehouse and administrative should be eligible for incentive pay based upon their average score.  The above may seem somewhat simplistic; but what I have found is simplicity goes a long way towards ensuring the performance evaluations are completed on a timely basis.

The greatest value of the performance evaluation process is the review of each duty or responsibility.  When discussing the performance of each duty or responsibility the employee receives the feedback needed to improve performance and ensure the earning of incentive pay. 

The manager/supervisor doing the rating must be cautious not to overrate the employee.  If an employee is doing the job, but is not exceeding expectations, he/she should be rated as average.  Only when an employee exceeds the expectations of the responsibility should they be given a rating of 3.  A rating of 4 should only be given when the employee greatly exceeds expectations.

After a new employee completes the “introductory period”, management should conduct evaluations to ensure he/she is performing in a satisfactory manner.  If an existing employee is having ongoing performance problems, evaluations can be conducted to document and correct the problems.  The completed evaluations can also provide the paper trail needed to support termination(s) due to poor performance.

One of the best methods of conducting performance evaluations is to have both the supervisor and employee independently complete the evaluation.  They then meet and compare the ratings.  The difference between the two sets of ratings quickly identifies the points that must be discussed and the areas of needed improvement.  This is an effective means of opening and/or strengthening communications between the supervisor and employee.

Every beer distributor must have a complete and accurate set of position descriptions to provide an overview of operations.  Position descriptions and performance evaluations must be viewed as tools that can ease the challenges of management.  They are in today’s environment necessities to reduce turnover, improve communications, grow sales, and increase profits.