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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Many employers have a progressive-discipline system. Usually that’s good. But sometimes you may need to deviate from the disciplinary script. To keep your options open, make sure you explain that the disciplinary system is for guidance only, and that you reserve the right to apply the rules based on the individual circumstances of a particular case.
Employees who turn out not to meet the definition of “disabled” can still sue for disability discrimination based on their employer’s perception that they are disabled. That doesn’t mean, however, that supervisors can’t express concern and sympathy when an employee reveals a problem. Nor does it mean they can’t offer accommodations at that point or explain what types of leave are available.
Yes, employers must reasonably accommodate employees with disabilities. But that doesn’t mean they have to provide a perfect workplace—or tolerate subpar performance. Instead, make the accommodations that are reasonable. If the employee still can’t perform her job’s essential functions, you can terminate her.
Employees who file EEOC or other complaints about discrimination are protected from retaliation for doing so. But that doesn’t mean employers aren’t allowed to discipline employees who have complained—if the situation legitimately calls for discipline. You must, however, be very careful to document the underlying reasons.
Managers should make documentation of employee performance, behavior and discipline a regular habit. Strong documentation is especially important if an employee or ex-employee ever files a legal complaint saying his or her termination or discipline was based on illegal discrimination.
The effects of the recession have helped turn the spotlight on innovative employers that seem to have magic formulas for attracting and keeping their employees happy and productive despite the economic forces around them. SAS Institute and Google are two examples of companies that, consciously or not, have tapped into new ways of motivating employees. Call it “employee enrichment.”
An employee suddenly says, “You rate my production as average and tell me I should do better. My numbers are the same as Mary’s, but you gave her an excellent rating. Does it have anything to do with the fact that I’m black and Mary’s white?” You be the judge:
Comedian Chris Rock and Amazon CEO Jeff Bezos are examples of people who approach problems in a nonlinear manner using little bets. It’s an iterative, trial-and-error approach to gradually build up to breakthroughs. Anyone can use little bets to unlock creative ideas. Instead of trying to hit narrow targets on unknown horizons, make a series of little bets.
Hourly employees know that if they work overtime, their employer must pay them for the extra hours. That’s true, but it doesn’t mean they can work OT whenever they feel like it. Here’s how to end unauthorized overtime:
Here’s some help for HR professionals trying to do all they can to safeguard their organization’s exempt/nonexempt employee classifications—especially in an economic climate that requires companies to do more with less: