Performance Reviews

For most managers, conducting effective performance reviews is the most daunting part of their job. Don’t look on it with dread! Make your performance appraisals work for you, not against you with these tools: performance review examples, tips on writing employee reviews, sample performance reviews and employee evaluation forms.
So, your tasked with assessing employee performance and writing performance reviews. Where do you get started?

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When do most managers ask, “What can I do to keep you?” You guessed it: during exit interviews. It’s a great question, but the timing is off. You need to ask it sooner.

When training supervisors how to conduct performance appraisals, warn them to avoid these seven mistakes that can taint the evaluation process.

Generally, if an employer gives an employee consistently good reviews, courts will view that as evidence that the employer was satisfied with the worker’s job performance. An employee who alleges discrimination or retaliation can then use those good reviews to show that something else must have been the reason for a sudden discharge.
CEO of GE Jeff Immelt is considering axing annual performance reviews. Instead, it’s experimenting with more frequent performance discussions between managers and staff. The industrial giant is also launching an app for supervisors and employees to share feedback with each other.
Employee engagement surveys are great, but they’re rarely done often enough. Think about performing weekly “pulse” surveys.
Well-written performance goals help energize employees and point them in right direction. But some managers and HR pros have trouble finding the right words. Here are 10 phrases to adapt, from 2600 Phrases for Setting Effective Performance Goals by Paul Falcone.
Renée Robertson, founder and CEO of Trilogy Development, explains the subtle difference.

Effective coaches make every word count. Rather than overexplain what they want others to do, they ask questions and use the answers to guide people to conclude for themselves how to proceed.

All managers form opinions of their team members, just as teachers assess their students. And those opinions tend to stick. But problems erupt when you mark certain employees as “bad” or “unreliable” or “scatterbrained.”

You give a series of sterling evaluations to one of your employees and she suddenly asks, “If I’m so good, why is it that I’m never considered for promotion?” Which of these choices is the best way to respond?