Human Resource Management of Publix : Publix Super Markets, Inc. (commonly known as Publix) is an American supermarket chain based in Lakeland, Florida.

Founded in 1930 by George W. Jenkins, it is an employee-owned, privately held corporation. Publix is currently ranked No. 86 on Fortune magazine's list of 100 Best Companies to Work For 2010[4] and was ranked No. 9 on Forbes' 2009 list of America's Largest Private Companies and is the largest in Florida.[5] The company's 2009 sales totaled US$24.3 billion, with profits of over $1.2 billion,[2] ranking #99 on Fortune magazine's Fortune 500 list of U.S. companies for 2010. Supermarket News ranked Publix No. 7 in the 2009 "Top 75 North American Food Retailers" based on 2008 fiscal year sales.[6] Based on 2006 revenue, Publix is the fifteenth-largest retailer in the United States.[7] Publix's current stock price is $19.85 per share though it is privately held and not available to the public.[8]

Publix has operations in five states: Florida, Georgia, South Carolina, Tennessee, and Alabama. It employs over 140,500 people at its 1,023 retail locations, cooking schools, corporate offices, eight grocery distribution centers, and nine Publix brand manufacturing facilities. The manufacturing facilities produce its dairy, deli, bakery, and other food products.[9] In addition, Publix owns Crispers, a chain of restaurants in Florida specializing in salads; some Crispers locations are adjacent or built into the already existing deli department in select Publix Super Markets.

PREFORMANCE MANAGEMENT PROCESS

I.

Development of Employee Work Profile/Performance Plan

The Commonwealth’s Performance Management Program is
designed to be flexible and allow agencies to design optional features that more
appropriately address their specific organizational needs. It is recommended
that agencies use a combination form similar to the sample Employee Work
Profile (see Appendix E). However, agencies may design and use form(s) that
meet their unique needs as long as each employee has a work description with
the required position identification information and a performance plan (see
Appendix E – Guide for Designing an Employee Work Profile). The work
description must be sufficient enough to assign a position to the proper Role,
determine the Fair Labor Standards Act (FLSA) status and provide the basis
for the performance evaluation.

Additionally, agencies have the flexibility to design their own
performance evaluation system. However, agencies must be able to convert
their performance rating scheme back to the Commonwealth’s 3 designated
ratings (e.g. Extraordinary Contributor, Contributor, Below Contributor).
Options may include group or team performance evaluations, numeric
weighting systems and performance measures based on organizational
objectives.

II.

Performance Planning Meeting

Generally, a supervisor should schedule a Performance Planning
Meeting with the employee within 30 days from the beginning of each
performance cycle. At this meeting, the employee and supervisor should
review the core responsibilities and special assignments from the previous
cycle and update them for the new cycle. If the employee is new, the position
changes or had significant changes to the core responsibilities, the supervisor
and employee should meet to discuss these changes within 30 days of the
employee’s begin date or date of the job changes.

III.

Information Gathering for the Performance Evaluation

In order for performance evaluations to be effective and reflect the
actual performance of the employee, it is imperative to collect and document

information on a continuous basis. Supervisors should use a variety of sources
when gathering evaluation information.

Sources may include direct observation of employee behaviors and work
products by the supervisor and information solicited from peers, customers,
subordinates, and other supervisors who interact and work with the employee.
The information is most relevant and valuable when these additional sources
possess a clear understanding of the employee’s core responsibilities.
Employees should be informed that potential sources may be used in the
evaluation process at the beginning of the performance cycle.

Additionally, a valuable source of information for performance
evaluations can be obtained from the employee themselves. The
Commonwealth’s Performance Management Program encourages
employees to actively participate in the performance evaluation process.
Therefore, each employee must be afforded the opportunity to provide their
supervisor with a self-assessment (employee self-evaluation) of their
performance for the rating period. The supervisor must review and consider
the self-assessment when completing the employee’s performance evaluation.

Another source of information that is particularly valuable for a
management development purpose is employee feedback on their supervisor’s
performance commonly referred to as upward feedback. Initially, employees
feedback will be used for development purposes to assist supervisors in
improving their supervisory and management skills. As agencies gain
experience in the use of upward feedback, the results may be used for
evaluative purposes.

IV.

Feedback During the Performance Evaluation Cycle

Supervisors should mentor, coach and reinforce progress toward
expected results and outcomes and address areas of concern as they arise.
Effective management of performance involves providing continuous formal
(written documentation) and/or informal (verbal) feedback to employees
throughout the entire performance cycle. Formal feedback may be
accomplished through Interim Performance Evaluations or written
notification for exemplary accomplishments or substandard performance.

• Interim Performance Evaluations

An Interim Performance Evaluation provides an opportunity to
give structured feedback to employees on their progress toward meeting
performance expectations as well as identify any personal developmental
needs during the evaluation cycle. Interim Performance Evaluations may
be conducted at any time during the performance cycle to advise an
employee of their progress towards meeting performance measures or to
document performance problems. However, it is recommended that all
non-probationary employees receive an Interim Performance Evaluation
near the middle of the performance cycle.

Agencies may use the Interim Performance Evaluation form (see
Appendix E, Form #4), the Employee Work Profile or a similar agency-
developed form for this purpose. The completed Interim Performance
Evaluation should be maintained in the supervisor’s file. If the Employee
Work Profile is used, it should be clearly marked “Interim”.

If the employee’s supervisor leaves during the performance cycle,
he/she should complete an Interim Performance Evaluation at that
juncture. This is helpful to the incoming supervisor to assist in the
evaluation of the employee at the end of the performance cycle. The new
supervisor should review the performance expectations, make any necessary
modifications and incorporate the former supervisor’s assessment in the
overall evaluation at the end of the performance cycle.

An Interim Performance Evaluation should be completed if, after
6 months into the performance cycle, an employee transfers, promotes or
demotes into a new position with a different supervisor within an agency or
between state agencies in the Executive Branch. The supervisor prior to the
employee’s departure from the position should complete the Interim
Performance Evaluation. The employee’s new supervisor should consider
this information in assessing the employee’s performance at the end of the
performance cycle.
 
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jamescord

MP Guru
Publix Super Markets, Inc. (commonly known as Publix) is an American supermarket chain based in Lakeland, Florida.

Founded in 1930 by George W. Jenkins, it is an employee-owned, privately held corporation. Publix is currently ranked No. 86 on Fortune magazine's list of 100 Best Companies to Work For 2010[4] and was ranked No. 9 on Forbes' 2009 list of America's Largest Private Companies and is the largest in Florida.[5] The company's 2009 sales totaled US$24.3 billion, with profits of over $1.2 billion,[2] ranking #99 on Fortune magazine's Fortune 500 list of U.S. companies for 2010. Supermarket News ranked Publix No. 7 in the 2009 "Top 75 North American Food Retailers" based on 2008 fiscal year sales.[6] Based on 2006 revenue, Publix is the fifteenth-largest retailer in the United States.[7] Publix's current stock price is $19.85 per share though it is privately held and not available to the public.[8]

Publix has operations in five states: Florida, Georgia, South Carolina, Tennessee, and Alabama. It employs over 140,500 people at its 1,023 retail locations, cooking schools, corporate offices, eight grocery distribution centers, and nine Publix brand manufacturing facilities. The manufacturing facilities produce its dairy, deli, bakery, and other food products.[9] In addition, Publix owns Crispers, a chain of restaurants in Florida specializing in salads; some Crispers locations are adjacent or built into the already existing deli department in select Publix Super Markets.

PREFORMANCE MANAGEMENT PROCESS

I.

Development of Employee Work Profile/Performance Plan

The Commonwealth’s Performance Management Program is
designed to be flexible and allow agencies to design optional features that more
appropriately address their specific organizational needs. It is recommended
that agencies use a combination form similar to the sample Employee Work
Profile (see Appendix E). However, agencies may design and use form(s) that
meet their unique needs as long as each employee has a work description with
the required position identification information and a performance plan (see
Appendix E – Guide for Designing an Employee Work Profile). The work
description must be sufficient enough to assign a position to the proper Role,
determine the Fair Labor Standards Act (FLSA) status and provide the basis
for the performance evaluation.

Additionally, agencies have the flexibility to design their own
performance evaluation system. However, agencies must be able to convert
their performance rating scheme back to the Commonwealth’s 3 designated
ratings (e.g. Extraordinary Contributor, Contributor, Below Contributor).
Options may include group or team performance evaluations, numeric
weighting systems and performance measures based on organizational
objectives.

II.

Performance Planning Meeting

Generally, a supervisor should schedule a Performance Planning
Meeting with the employee within 30 days from the beginning of each
performance cycle. At this meeting, the employee and supervisor should
review the core responsibilities and special assignments from the previous
cycle and update them for the new cycle. If the employee is new, the position
changes or had significant changes to the core responsibilities, the supervisor
and employee should meet to discuss these changes within 30 days of the
employee’s begin date or date of the job changes.

III.

Information Gathering for the Performance Evaluation

In order for performance evaluations to be effective and reflect the
actual performance of the employee, it is imperative to collect and document

information on a continuous basis. Supervisors should use a variety of sources
when gathering evaluation information.

Sources may include direct observation of employee behaviors and work
products by the supervisor and information solicited from peers, customers,
subordinates, and other supervisors who interact and work with the employee.
The information is most relevant and valuable when these additional sources
possess a clear understanding of the employee’s core responsibilities.
Employees should be informed that potential sources may be used in the
evaluation process at the beginning of the performance cycle.

Additionally, a valuable source of information for performance
evaluations can be obtained from the employee themselves. The
Commonwealth’s Performance Management Program encourages
employees to actively participate in the performance evaluation process.
Therefore, each employee must be afforded the opportunity to provide their
supervisor with a self-assessment (employee self-evaluation) of their
performance for the rating period. The supervisor must review and consider
the self-assessment when completing the employee’s performance evaluation.

Another source of information that is particularly valuable for a
management development purpose is employee feedback on their supervisor’s
performance commonly referred to as upward feedback. Initially, employees
feedback will be used for development purposes to assist supervisors in
improving their supervisory and management skills. As agencies gain
experience in the use of upward feedback, the results may be used for
evaluative purposes.

IV.

Feedback During the Performance Evaluation Cycle

Supervisors should mentor, coach and reinforce progress toward
expected results and outcomes and address areas of concern as they arise.
Effective management of performance involves providing continuous formal
(written documentation) and/or informal (verbal) feedback to employees
throughout the entire performance cycle. Formal feedback may be
accomplished through Interim Performance Evaluations or written
notification for exemplary accomplishments or substandard performance.

• Interim Performance Evaluations

An Interim Performance Evaluation provides an opportunity to
give structured feedback to employees on their progress toward meeting
performance expectations as well as identify any personal developmental
needs during the evaluation cycle. Interim Performance Evaluations may
be conducted at any time during the performance cycle to advise an
employee of their progress towards meeting performance measures or to
document performance problems. However, it is recommended that all
non-probationary employees receive an Interim Performance Evaluation
near the middle of the performance cycle.

Agencies may use the Interim Performance Evaluation form (see
Appendix E, Form #4), the Employee Work Profile or a similar agency-
developed form for this purpose. The completed Interim Performance
Evaluation should be maintained in the supervisor’s file. If the Employee
Work Profile is used, it should be clearly marked “Interim”.

If the employee’s supervisor leaves during the performance cycle,
he/she should complete an Interim Performance Evaluation at that
juncture. This is helpful to the incoming supervisor to assist in the
evaluation of the employee at the end of the performance cycle. The new
supervisor should review the performance expectations, make any necessary
modifications and incorporate the former supervisor’s assessment in the
overall evaluation at the end of the performance cycle.

An Interim Performance Evaluation should be completed if, after
6 months into the performance cycle, an employee transfers, promotes or
demotes into a new position with a different supervisor within an agency or
between state agencies in the Executive Branch. The supervisor prior to the
employee’s departure from the position should complete the Interim
Performance Evaluation. The employee’s new supervisor should consider
this information in assessing the employee’s performance at the end of the
performance cycle.

Hey friend,

I am also uploading a document which will give more detailed explanation on Annual Report of Publix Super Markets, Inc.
 

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