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Industrial psychology is an interesting field that is a blend of psychology, sociology, business management, employment law, and statistics. If you are interested in how business an other organizations tick, and how people can be coaxed to working together to accomplish tassks, then industrial-organizational psychology may be for you.One of the core areas of industrial psychology practices involves the assessment and selection of people for jobs. Work in this area involves knowledge of employment law, and psychometric principles of developing an using various psychological tests.Another core area involves organizational development practices. Organizational psychology consultants may be hired to deal with human aspects of organizational change or to handle a wide variety of organizational problems. We meet with top management as well as rank-and-file employees to discuss issues in the workplace and facilitate processes to seek solutions. We generate surveys and assessments, analyze the data generated from these processes, and guide the staff in making needed changes to solve problems based on information obtained.Some of work in marketing research, others may do human factors studies, while some of us work in a growing field of occupational health psychology. There is a movement to apply industrial-organizational psychology to solve humanitarian issues.Let's take an example of industrial-organizational psychology practice. Perhaps an organization has faced multiple complaints of sexual harassment, and HR has become alarmed by an increasing number of complaints of supervisor abuse. Morale at the organization appears to be on the decline was a result, and the leadership is concerned that low morale will negatively impact productivity. The industrial-organizational consultant will meet with top management and other staff to gain an understanding of the organization's culture and to get a better sense of the problems at hand. The consultant may gather more information from employee surveys and multi-source performance assessments. Multi-source performance assessments involve performance appraisal to be provided by supervisors, peers, customers, subordinates, and others who may be able to give valuable information to guide a staff member's development as a leader. The data is analyzed an interpreted by the consultant, then reported back to the organization. Solutions are recommended to the organization, such as improved methods of selecting staff, executive coaching to deal with identified problems, training activities to build team coherence, other skills training, etc.

I think if we believe that weak staff and average staff has the potential to grow and change- then I would still recommend that performance appraisal be carried on. There are reasons for this.In a normal organization, I would still recommend:Have employee do a self appraisal before the meeting/chat. This is to hold them responsible for their own careers and their own competency development.C -suite leaders with large teams must have a 360 done. Minimum 6–10 persons evaluating . The problem often starts here - C suite leaders themselves have blind spots and they themselves don’t change or don’t want to change. CEO’s must find time to read their C suites 360 report.Then the Line manager( could be a C suite leader) and the direct report should sit down and go through and discuss some common themes:what have I done well as a direct report ?what have I done well as the boss/supervisor ?What we could we have both done better?discuss 1- 2 ways to improve/fix/reduce/elevate the relationshiphow are we both behaving in comparison to the team members ?Must discuss ideas for job rotation (bosses tend to hide their staff and not grow them. Very few offer staff for job rotation unless the system enables them to apply)agree to a follow up discussion4. I agree that normal feedback can be tough but organizations that has improved on its performance management system (PMS) has gradually improved.In summary, before feedback can happen the organizations must have a culture of focussing on performance.Leaders must be trained. There must be someone tracking performance and strategy.There are still many many organziations out there both large and small that does a horrible job out there on performance appraisal, crafting KPI’s, and also conducting feedback. Accounaybility remains challenged and in house system does not flush out the non performers fast enough. Many can hide in the system.Until and unless we realise that people cause us a lot of money, and is one of the invaluable resources that organizations spend on - then little can be done in this area of HR specialization.Evaluation belongs to the business. HR at best is the promoter, the enabler and the process mapper.

Reducing tension is often an employee engagement strategy and cannot be done on an ad hoc basis.Tension is common, and more common amongst fast grwoing companies or companies that are losing market share, no growth and in the model of retenching employees.Thus, a smart and modern CEO would not leave such an important process to be done by HR alone.The best solution to reducing tension is employee engagement but how would you do it.Embed it into your employer value proposition:Here are ome simple and basic rules :Have clear job descriptions (JD’s) issued them out from day 1. Invite new employees and your leaders to have an onboarding by HR and the functional team. Strutcure this well into the life of the organization. Develop podcasts, videos, stand up presentations and also use blended learning. Design an up to date intranet (in house knowledge management site ) to house the company’s rules, regulations, polciies and product updates.Train your managers and Supervisors to behave as they are the usual suspects when it comes to manufacturing problems. Managers bring their egos to work and past work experiences learnt from other companies. Unless you guide them, many don’t know better. Some managers come from toxic cultures and have not been trained to behave. They were left alone and ran wild but did a great job during the job interview.Ensure that company invests in systems as this would guide work process, and also MIS reporting. Ex: Oracle, Workday, SAP. SME’s also have access to smaller cheaper systems. Using proper systems would help generate better reporting and help you use business intelligence well.Train your managers to conduct daily briefings for newcomers, and also conduct de briefings. For managers encourage your C-suites to learn communication and listen to what’s happening on the ground and the mid levels. Ask for feedback through formal and informal channels. You would be surprised as to how many big bosses/leaders that does not talk with employees inspite of being trained in leadership.Encourage your CEO, and C suites to move around and mix with the people and customers.Run employee surveys every 3 years, not annually. This is a great way to unravel hate, spite, tension and also happy employees. Feed this back to the people, ie. staff and bosses. Then, get them to improve. Build this into your annual company strategy.Run sample test of performance appraisal firms and assess if performance management is done fairly. Review your scores and bonus pots. Encourage internal job promotions, and job rotation. This is a very powerful process, and one that helps organization “ unlock talent and also retain them”. Staff complain and bitch about equality all the time. Here, you can unravel nepotism, favouritism, and sometimes even harassment.Customer feedback is important and Customer Division heads should feedback during townhalls on how the firm is doing. This creates a lot of transparency and encourages teams to learn, to know what’s going on at the firm. It can generate a big sense of pride about how the firm is doing or whether they should buck up.Use townhalls for CEO, and C suites to answer question. Use polling and asnwer tools like pigeonhole and to ask questions as staff are afraid to ask questions in large crowds.After 100 days of on boarding, check in on your employees. Look at your turnover monthly and study where the gaps and leakages are. Plug them and address them. Hold your C-suites accountable for the people score and they will buck up. When staff leaves do not just blame HR but check if your company’s eco system enables communication, engagement and retention.What I have just explained are many processes you can use to engage eemployee without costing the firm a lot of money.Build engagement into a calendar and let others play a role.Talk to your teams and build a culture around this.Embed retention into your eco system.Again, designing an employee engagement process cannot be done by HR alone.A good HR leader would work in consultation with the CEO and C suites and also reach out to the rich information you have in your firm to help design and improve your firm’s attarction and reputation.