Grain Journal - July/August 2008 - (Page 154) as reflected in the company culture. Job training. What The Andersons calls “on-boarding” is the critical next step in retaining employees successfully. On-the-job training starts with a review of the “accountabilities” of the position. The new employee is assigned to a team leader/coach to help learn day-to-day tasks. New hires then get biweekly performance reviews, with a formal evaluation after 90 days. Standard protocol form ensures job candidates all are evaluated according to the same criteria. • Educational background. • Assertiveness/enthusiasm. • Interpersonal skills. • Communication skills. • Analytical/decision-making ability. • Organizational ability. • Technical knowledge. The company places a higher emphasis on interpersonal skills than on technical skills. The technical knowl- edge and skills can be taught; interpersonal skills are harder. Orientation All new employees go through a formal orientation that includes company history, culture, safety, benefits, compensation, and the performance evaluation process. The company CEO always attends orientation to welcome new hires and share his personal beliefs Rewards and Recognition After the first 90 days, supervisors rely on detailed written job descriptions for every position, with evaluations based on the principle accountabilities of the job. Annual performance reviews are conducted in January, with merit increases in March. Eligible employees also participate in an incentive program. A key principle: Recognize work performance by “catching people doing the right thing.” ■ G R A I N D R Y E R S Response No. 1541 Response No. 1542 Response No. 1543 154 GJ J/A http://www.behlenmfg.com http://www.graindryers.com http://www.graindryers.com http://www.behlenmfg.com
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