Rule No. 1 for evaluations: The employer—not the employee—sets the standards

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in Discrimination and Harassment,Firing,Hiring,Human Resources,Leaders & Managers,Management Training,Performance Reviews

Some employees think they know their jobs better than their supervisors do. They want to decide which parts of their jobs are important and which parts are not.

Then, when employee evaluation time rolls around, they try to show that they achieved their own goals for their jobs—even though management wanted other goals met. Then they argue that they shouldn’t be disciplined or held to the stated goals.

Don’t let this happen. It’s management’s prerogative to run the business and decide what is important. Discipline employees who insist on doing things their way if that isn’t what the company wants.

A good performance review can—when used correctly—be your single most effective tool to assess past work AND set future goals. Learn more...

Recent case: Katrina Brown, who is black, worked as a nursing services manager for a hospital. Her supervisor gave her a performance review that highlighted several goals for the year. Brown didn’t achieve those goals. When counseled, she insisted her supervisor didn’t understand what her job’s goals should be.

This continued for several performance review cycles until the hospital gave Brown the choice of termination or resignation. She resigned and sued, alleging race discrimination.

The case was dismissed after the hospital listed the goals Brown hadn’t met. Brown tried to argue that she had met her own goals—goals she said represented what her job really was. The court said she didn’t have that option. The employer has the right to decide which parts of a job are important. (Brown v. Ohio State University, No. 2:07-CV-479, SD OH, 2009)

 

This 75-minute CD on conducting performance reviews will teach you how to extract the maximum benefit from your worn-down appraisal process, as you find out:
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  • A checklist: Top 5 factors of a first-rate evaluation.
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