I have several dilemmas...(same manager/company for all situations)

1) A mid-size manufacturing organization is having trouble getting line-managers/supervisors to support the organization's performance appraisal system.  Most of the managers and employees see the performance appraisal process as an HR requirement, opposed to a transformational tool.  Also, the current performance appraisal system is being used inconsistently across the company's three divisions (all under the leadership of the same manager).  We are trying to get buy-in from the managers and employees. 

2) The manager is struggling to engage several employees whom are over 60 years old.  The company doesn't have a succession plan so they want to encourage the more experienced workers to become mentors to the younger workforce before they retire.  However, the older workers are resistant to change and are only focused on doing the job that they know.

3) The company is in constant "firefighting mode" and has an "old school" management style.

4) There is high overtime and high downtime in the production area.

Do you have any suggestions?  We are really looking for performance models to reference and/or best practices of mid-size manufacturing firms.

we aren't a mid-sze manufacturing firm but i have a suggestion for dilemmas 1 and 2 -- give the managers and employees an incentive to participate in the performance appraisal system and mentoring system.. for dilemma 1 you can make their handling of performance evaluations part of their own review. have a place a manager's review where you rate how they are supporting the performance appraisal system.

This is helpful.  Thanks for the feedback.  I'm open to any other suggestions you or anyone else may have on the other issues.

Union or non-union?

What kind of manufacturing?  Heavy?  Tech?  Assembly only?

What is the size of your relevant labor market?

What is the skill set required?  Is it learned in school or in an apprenticeship setting within the shop?

 

Whatever you do, you will be limited by what the leadership can and will do as it sounds like you do not have independent authority over the actors.

There are three plants - 2 are union/non-union and the 3rd is non-union.  It is assembly only.  The labor market is 100 - 200.  Employees should have prior assembly experience, preferrably food service.  The skills are mostly learned from practice.

The recommendations will be carried out by the divisional leader, so authority or control will not be an issue.

HR01:

There are three plants - 2 are union/non-union and the 3rd is non-union.  It is assembly only.  The labor market is 100 - 200.  Employees should have prior assembly experience, preferrably food service.  The skills are mostly learned from practice.

The recommendations will be carried out by the divisional leader, so authority or control will not be an issue.

The nature of the work simplifies things greatly.  The union issue simply means you will have to look at your CBA and ensure that anything you implement doesn't violate the CBA and that you provide proper notice of a change in practice to avoid a past practice complaint.

How long does it take a person with 2 years experience at a fast food restaurant and no factory or assembly work to become "adequate"?  How much better than adequate does anybody really get and how long does it take someone to get to that point?