Managing Human Resources Procedure

Managing Human Resources involves critical elements such as training, safety, objectives, individual performance, and growth.

  1. Director of Operations ensures that the following are properly documented & stored in ABC's DCS with the keywords shown below in the name:
  2. Director of Operations ensures that the Employee Policy is properly documented & stored in ABC’s DCS with the name shown verbatim.
  3. Safety Manager ensures that the following are properly documented & stored in ABC’s DCS with the name shown verbatim:
  4. Safety Manager & Site Managers ensure that safety rules are properly documented & strategically posted where the workers are likely to see & in ABC’s DCS with safety rule keywords in the name (e.g., “Bottle Labeling Safety Rule”):
  5. Safety Manager & Site Managers ensure that the Donning & Using PPE (Personal Protective Equipment) work instruction is properly documented & strategically posted where the workers are likely to see & in ABC’s DCS with the name shown verbatim.
  6. Personnel must:
  7. Supervisors should be skilled at leading & directing lower-level employees. Managers should also be skilled at setting overall objectives and then planning, organizing, leading, motivating, and controlling activities in a coordinated manner.
  8. Directors & Managers ensure that individual objectives are given to workers as necessary. Don’t publish in ABC’s DCS. These can include objectives listed in the job description as well as special objectives for that employee. The objectives should enable the employee to know what has to be done (end results/target/focal point toward which all strategies are aimed). Each objective should have a deadline if applicable and should be:
    • Limited to key performance areas that really count so that energy is focused (e.g., success rate, speed, volume, OT, hours worked, attendance/absences, accidents, IOE, forecast accuracy, budget accuracy, sales volume).
    • Specific (must be able to count, measure, or describe in some specific way). However, some qualitative objectives can’t be easily quantified and must be included anyway.
    • Challenging and achievable.
    • Balanced (quantity influences quality, cost control influences customer service).
    • Mutually established with subordinates.
    • Results-oriented (“increase contracts by 10%” not “increase contract advertising by 10%”).
  9. Individual contributors, supervisors, & managers should:
  10. Directors & Managers should devise methods to objectively measure worker performance where possible.
  11. Managers (or supervisors) should personally audit employees. If the worker works in the production facility, the manager should spend at least 1 hour per month supervising the worker’s work in the production facility. During this time, the worker & manager can discuss issues, worker concerns, employee goals, change requests, etc. This is often called MBWA.
  12. At least once per year, Directors & Managers should gather subjective performance feedback from each employee and the employee’s peers & customers (360º perspective). Then incorporate this feedback & other objective measures in a formal Employee Performance Appraisal Report (PTO, holidays, tardiness, & absenteeism. Refer to the Individual Contributor Report or Supervisor/Manager Report) that is shared with the employee. Focus on Demonstrated Strengths & Areas for Development. The purpose is to provide feedback to the employee, not to be input as quality data as part of the “Monitoring, Auditing, & Measuring Quality” procedure. Don’t publish in ABC’s DCS.
  13. If ABC is in a financial position to provide pay increases, manager should recommend the percentage each employee gets based on their performance. Manager must provide a PAF to Payroll whenever an employee’s pay is approved to change.
  14. If ABC is in a financial position to provide sales incentives, Director of Sales should establish incentives that are shared by all employees who help land the sale. Specifically consider giving a cash bonus if ABC gets an additional adjacent contract (most likely this would go to the Site Manager).
  15. Directors & Managers should encourage employee growth in performance & advancement of responsibility. Refer to the Growing In Performance & Advancing in Responsibility Work Instruction.
  16. If an employee exits ABC (termination, abandonment, or resignation):
    • Manager collects company property (badges, phones, pagers, PC's, keys, tools, etc).
    • Manager provides the following to Payroll & Human Resources:
      • Payroll Action Form (PAF). If abandonment, note the last day worked as the date of termination and "3 days - no call, no show - voluntary quit". Under extraordinary conditions a management judgment can be made to excuse an absence if the employee was incapacitated for all 3 days. Employees are obligated to communicate to protect their jobs.
      • As stated in the “Monitoring, Auditing, & Measuring Quality” procedure, an Exit Interview Report.
      • Final hours worked (if hourly employee).
      • letter of resignation (if provided by exiting employee).
    • If exiting employee asks about unemployment benefits, manager tells him/her to discuss that with the state.
    • If the exiting employee worked at a customer site, manager informs the applicable customer contact with as much advance notice as practical.
    • Manager informs Director of IT.
    • Payroll & Human Resources:
      • Issues a final check.
      • Terminates benefits.
      • Notifies ABC’s COBRA provider to send out notification to the exiting employee.
      • Sends a termination letter to the exiting employee reminding of the confidentiality expectations.
    • Director of IT:
      • Deletes email account and sets up all incoming emails to that account to route to another email account.
      • Makes the user inactive in ABC’s DCS.
      • Edits the ABC website if applicable.
  17. Directors & Managers write periodic Department Update Summary Reports & publish in ABC’s DCS to Directors & above with Department Update Report keywords in the name (e.g., “Operations Department Update Report 080714”).
  18. Directors & Managers chair Staff Meetings each month with their staff to:
    • Discuss any recent safety incidents or new safety information.
    • Highlight any new Employee Reward Reports concerning their staff.
    • Discuss Department Update Reports.
    • Review KPI Status Reports related to their staff.
    • Discuss the plan, status, due date, & result of Quality Issues (especially FOI’s, nonconforming products, complaints, improvement requests) concerning their staff.
  19. Directors & Managers record Staff Meeting Minutes in ABC’s DCS with staff keyword in the name (e.g., “Operations Monthly Staff Meeting 081216”).


  • ABC = Fake name of company used in our procedures.
  • DCS = Document Control System for users to write, approve, publish, find, & read controlled documents.
  • Employee Abandonment = 3 consecutive unexcused absences are considered job abandonment and by policy are a "voluntary quit and termination".
  • FOI = Failed On Install managing human resources, customer
  • IOE = Index Of Experience
  • KPI = Key Performance Indicator
  • MBWA = Management By Walking Around
  • OT = Overtime managing human resources, customer service
  • PAF = Payroll Action Form
  • PC = Personal Computer
  • PPE = Personal Protective Equipment
  • PTO = Paid Time Off