PERFORMANCE of a DESIGN EMPLOYEE

Post 555  by Gautam Shah

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Design organizations need people of many different talents, but usually just for the duration of a project. Design organizations employ people with only requisite talent. Larger design organizations have some capacity to reassign and keep engaged the talent, but smaller organizations, go for ‘hire and fire’ policy. Design organizations, like other business entities, relate the performance of an employee to the profitability. For Design organizations human resources are very important assets, unlike in manufacturing units where productivity of machines and the raw material costs have greater significance.

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The employee perceives own performance in terms of compensation, personal fulfillment, future promotion and skill gain. When an employee has a chance to any of these, the person is well motivated. But an Employer sees performance as a tool for immediate profit to be gained at a specific cost. The organization, even after a person is employed continuously reassess the performance and relevance. The assessment relies on capacity of the individual to handle new roles with increased responsibilities. Performance can be conditioned as the enhanced capacity to deal with more complex or new problems, share of responsibility, greater authority, etc.

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image attribution >Sladen at en. wikipedia

During employment performance of a person is considered on many factors such as individual ability, personality traits, input effort, sincerity, perception of the role, motivating factors for seeking the current position, etc. An employee can be motivated for gain, comfort, increased learning, or even enhanced motivation.

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Θ Designers under the age of 30, have few positive operants in their favour, like: highest mobility -capacity to settle at any geographical location, work under the most difficult of conditions, and highest learning abilities. These qualities are very appreciated by employers, and so desire to hire people either as a complete fresher or less than 30 years of age (i.e. with 5/6 years of experience).

Θ A person before the age of 35 must gain the varied experiences and find the best employment in a larger organization, look for a participatory role in mid or smaller size organization. Alternatively this is the right time to plan own professional practice (self employment).

Θ Design professionals, by the age of 35 years begin to mature with sufficient work experience, personal contacts, and specialized knowledge. But they also begin to have Negative operants like: reduced learning capability, lesser reorientation faculties, less motivation, less migration and reestablishment willingness.

Θ Design professionals have last opportunity, before the age of 45 years, for seeking fresh employment. It is now the last opportunity to convert all accumulated abstract gains of the past (experience, expertise, know-how) into promotion or other materialistic forms.

Θ The chances of re-employment taper of drastically beyond the age of 45 years. Only way a designer can hope to shift the position is by joining another organization as partner, senior associate, consultant or a free-lancer. Such opportunities are very few, and would demand persons with outstanding competence and capacity to contribute.

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The employer terminates the services of an employee when the person becomes irrelevant for a role for behavioural or technical reasons. Employees in spite of the experience are not able to cope up with emerging technologies, or are unable to reset with changed office work culture. Employees become lethargic with advancing age, show unacceptable social behaviour and resist shifting to a new location.

Performance is not any absolute index but a contextual evaluation. The circumstantial conditions are, the employer as a human being, ever-changing needs of the organization, work culture at the place of employment and the optional talents available. The other set of contextual conditions are, the employee’s age, learning capacity, chances of promotion and compensation and optional opportunities for re-employment.

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Wikipedia image by Creaviva

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EMPLOYMENT

EMPLOYMENT

Post 286 ⇒   by Gautam Shah  →

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In an organization people worthy to be employed, come through many processes of elimination. The selection is substantially a discriminatory procedure. The eliminations occur on many grounds like sex, race, region of origin, age, language, social status, etc. Some selection methods though scientific, are not tenable under normal laws. Constitutions of many democratic nations, however overtly or discreetly override, provide, dictate or recognize ‘the reservations in employment’. This is due to certain historical effects and time delayed efforts to eliminate and correct them.

Elimination processes have TWO basic functions: FIRST, reduce the lot from which to choose, TWO select the most appropriate person out of the remaining manageable lot. The first function is so subtly carried out that often the applicants for jobs are never aware of it. As for example, an advertisement that appears in a language newspaper or media being accessed in particular town or region, would generate replies from that set of people, eliminating all others.

elimination processes

Selection of an employee based on following aspects:

  1. Objective requirements (intellectual): Skill, experience, training, work related abilities.
  2. Subjective requirements: Personality traits, initiative, speed of reaction, temperament, memory, power of reasoning.
  3. Physical requirements: Age, height, muscle power, health history, abnormality of body limbs and sense-abilities
  4. Other requirements: Past record, references, readiness to accept the terms of employment.

Tompkins square riot of unemployed 1874 NY

An Employer sees performance as a tool for future efficiency to be gained at a specific cost, whereas an Employee perceives performance as immediate compensation, personal fulfilment, future promotion and skill gain. Organizations relate the performance of an employee with the profitability. Management of the organization continuously monitor the performance of the employed person. This is more so in Design organization where human resources are very important assets, unlike in manufacturing units where productivity of machines and raw material costs have greater significance.

Performance of an employee is a product of many factors such as individual ability, personality traits, input effort, sincerity, perception of the role, motivating factors, etc. Yet, performance can be conditioned as the enhanced capacity to deal with more complex or new problems, share of responsibility, greater authority, etc. An employee can be motivated for gain, comfort, increased learning, or even enhanced motivation.

Job Discharge

The relationship between the employer and employee continues to evolve. The original conditions of employing a person such as the technological relevance, nature of projects, economics of resources deployment, personal efficiencies, work-culture, all change with passage of time. The employer and the employee begin to see each other very differently after a period of time. The employment -the process of being employed is reassessed by both. This has TWO facets: an employee wishes to cease working with the employer, or the employer wants to terminate the employee.

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EMPLOYMENT -1

Postby Gautam Shah (1- dt. 22/05/2014)

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Workplace Craft Profession Work Employment

For an Employer a potential employee has a specific and inherent capacity to perform. Employers believe that capacity to perform is to be gained at a specific cost for future efficiency. Performance capacity of employees directly makes up for the profitability of the organization.

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Performance is a product of learning capacity. It is measured by ability to recognize a stimulus or signals, understand them and to respond to them in the appropriate manner. The speed and quality of response depend on the type of motivation one may carry.

Employers hire people on the basis of factors such as individual ability, personality traits, capacity of effort input (physical strength), perception of the role, motivation, learning capacity, etc.

Employment is the state of relationship between an Employer and Employees. One without the other cannot be perceived. Both must derive appropriate gain out of it. Both must continuously prove themselves worthy of their roles. These proofs must not only occur at regular intervals, but sometimes as a surprise too.

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Employees of the organization have different perception. They equate or relate the performance in terms of compensation and role promotion. When a person perceives these, he is well motivated, and may show increased learning capacity.

When an employee finds that when there are insufficient motivation, compensation, recognition and promotion in an organization their performance remains static. They may even plan a change of a job. For a person who seeks a fresh position, it is time to take advantage of the real and abstract gains of the past, such as experience, personal contacts, specialized knowledge etc. These can now be converted into materialistic things. Such a plan, however, is related to the age of the employee.

Man Start Start Up Entrepreneur Career

A person comparatively young in age must move around seeking various jobs to experience the mechanics of employment. A person not so young will have to select between reduced appreciation of his or her role and security of reasonable compensation, or enhanced appreciation and uncertain compensation.

Beyond a certain level of age, re-employment chances begin to tapper off. An aged person, though well experienced, has reduced learning capability, reduced reorientation faculties, less motivation, less migration capacity and re-establishment willingness. An aged person though well experienced, may have out-dated knowledge base. An organization looking for consolidation of their business may promote a person from within their cadre, rather then hire someone who will takes time to attune to their work-style.

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Ideal age for job change is less than 32 years. At these age a person is ready to relocate, take a challenging position, is highly motivated and has reasonably fresh knowledge base. Between the age of 32 and 45 the chances of re-employment are less favourable. One needs to be extra ordinary leadership qualities, daring and willingness to align with new work culture. Post 45 years of age chances of job change are very rare, unless one has positioned own-self worthy of invitation to join as associate or consultant. The age level of 32 or 35 is considered ideal to start a new venture of own.

When, an employee leaves an employer the organization loses an asset, accumulated mass of knowledge and experience, personalized contacts, a person with proven mode of communication, secrets, patent procedures and formulas etc.

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When an employer wishes to remove an employee, there are many legal hurdles, some are convertible into monetary terms. Instead of wasting efforts to surmount such hurdles, employers try to assign a different role, retrain, relocate, assign different tasks, provide punishments, curtail other advantages, to their employees.

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