netrashetty
Netra Shetty
BlueLinx Holdings NYSE: BXC is a Fortune 1000 company based in Atlanta, Georgia. It is the largest building products wholesaler in the country. History The distribution division of Georgia-Pacific Corporation began operations in 1954 with 13 warehouses utilized for the storage and distribution of Georgia-Pacific plywood. Over the next 40 years, the division quickly grew to over 130 warehouses nationwide, offering a wide range of products. In 1994, to build a better, more centralized distribution platform, the division consolidated its warehouses and created two large sales and operations centers in Denver, CO and Atlanta, GA. BlueLinx Today - A New Company is Born In May of 2004, Cerberus Capital Management, along with a team of senior leaders from the division, purchased the assets of the distribution division from Georgia-Pacific, forming the company you know today – BlueLinx Corporation. One year later, the proud new owners successfully led BlueLinx through an initial public offering to become a publicly traded company listed on the New York Stock Exchange (NYSE).
Today, BlueLinx with over 2,000 employees, 60+ company-owned locations, 50+ reloads and a fleet of over 600 trucks and over 1,000 trailers, services all major metropolitan areas in the contiguous 48 states. BlueLinx sells to over 11,500 customers operating 25,000 locations across the United States, Mexico, Canada and the Caribbean Islands.
As an independent distributor, BlueLinx has expanded its product offering to include more than 10,000 products and 70,000 SKUs. Select from a broad array of the most well-respected brands in the industry.
Managers have the primary role to make specific identifications of all the possible sources of evaluation information which includes observable employee behaviors. This is because aside from the observations of the immediate supervisor, performance evaluation information can still come from a variety of other sources, including the employees, subordinates, and work products (Einsestat, 2001). Whenever an organization utilizes performance information from individuals other than the employee’s immediate supervisor to build up the employee’s annual evaluation, the management informs the employees of the possible sources at the start of the performance cycle, where they receive their performance plans.
B. Development and Presentation of Performance Plans
Managers are the ones who develop their employees’ performance plans according to instructions on the Employee Work Profile form. The plans are signed by the managers and then passed on to the management for approval. Managers make sure that performance plans are complete and adequate before signing the forms (Gonzalez, 2003).
The manager also discusses the performance plans with the employees in a clear and organized manner. Generally, discussions are conducted within 30 days of the start of the performance cycle. With regards to employees who are starting at a new position, discussions are normally held within 30 days of the employee’s starting date (Gratton, 2003).
C. Documentation of Performance
Managers document their employees’ performance and provide feedback to them from time to time throughout the performance cycle. Documentation normally occurs in the form of memos, and these are retained in the manager’s confidential files, instead of being in the employees’ personnel files (Overman, 2002).
D. Identification of Substandard Performance
Managers also have the authority to determine substandard or unacceptable performance (Galpin et al. 2002). Managers normally address minor or marginal performance issues through performance counseling and coaching.
Human Resource Focus and Quality
Strict adhering to policies set in the Quality Management System, people at some extent tend to be mechanical robots. From experience of the early years of Ford Company headed by the late founder Henry Ford in integrating mass production in the automobile industry, the diverse cultures of workers and their personal goals are undermined when they worked in isolation and repeatedly doing the same tasks in a moving mechanical belt. Although Ford at that time maximized quality and quantity, it minimized morale and ultimately led to high turn-over. As illustrated, focusing solely in operations had short-term gains. However, preventing employees to share the decision-making process, long-term potential of the learning curve of human capital can be cut in an instant.
Today, BlueLinx with over 2,000 employees, 60+ company-owned locations, 50+ reloads and a fleet of over 600 trucks and over 1,000 trailers, services all major metropolitan areas in the contiguous 48 states. BlueLinx sells to over 11,500 customers operating 25,000 locations across the United States, Mexico, Canada and the Caribbean Islands.
As an independent distributor, BlueLinx has expanded its product offering to include more than 10,000 products and 70,000 SKUs. Select from a broad array of the most well-respected brands in the industry.
Managers have the primary role to make specific identifications of all the possible sources of evaluation information which includes observable employee behaviors. This is because aside from the observations of the immediate supervisor, performance evaluation information can still come from a variety of other sources, including the employees, subordinates, and work products (Einsestat, 2001). Whenever an organization utilizes performance information from individuals other than the employee’s immediate supervisor to build up the employee’s annual evaluation, the management informs the employees of the possible sources at the start of the performance cycle, where they receive their performance plans.
B. Development and Presentation of Performance Plans
Managers are the ones who develop their employees’ performance plans according to instructions on the Employee Work Profile form. The plans are signed by the managers and then passed on to the management for approval. Managers make sure that performance plans are complete and adequate before signing the forms (Gonzalez, 2003).
The manager also discusses the performance plans with the employees in a clear and organized manner. Generally, discussions are conducted within 30 days of the start of the performance cycle. With regards to employees who are starting at a new position, discussions are normally held within 30 days of the employee’s starting date (Gratton, 2003).
C. Documentation of Performance
Managers document their employees’ performance and provide feedback to them from time to time throughout the performance cycle. Documentation normally occurs in the form of memos, and these are retained in the manager’s confidential files, instead of being in the employees’ personnel files (Overman, 2002).
D. Identification of Substandard Performance
Managers also have the authority to determine substandard or unacceptable performance (Galpin et al. 2002). Managers normally address minor or marginal performance issues through performance counseling and coaching.
Human Resource Focus and Quality
Strict adhering to policies set in the Quality Management System, people at some extent tend to be mechanical robots. From experience of the early years of Ford Company headed by the late founder Henry Ford in integrating mass production in the automobile industry, the diverse cultures of workers and their personal goals are undermined when they worked in isolation and repeatedly doing the same tasks in a moving mechanical belt. Although Ford at that time maximized quality and quantity, it minimized morale and ultimately led to high turn-over. As illustrated, focusing solely in operations had short-term gains. However, preventing employees to share the decision-making process, long-term potential of the learning curve of human capital can be cut in an instant.
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