Job descriptions are the cornerstone of communication between you and your staff. Job descriptions can also be useful tools in court. Make sure you have job descriptions for all employees’ positions. Then keep those descriptions updated whenever the duties change.
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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Here’s a big benefit to having a strong anti-harassment policy: The policy’s very existence helps protect employers against false claims. That’s because employees won’t be able to say they endured years of harassment and didn’t know how or to whom to report it. The key is making sure employees know about your policy.
Supervisors have to make decisions on how to run the workplace every day. They can’t spend hours deliberating every move. Imagine how little actual work would get done if supervisors had to double-check every decision to make absolutely sure it was correct. Fortunately, courts don’t require perfection from employers—just assurance that they acted fairly and in good faith.
Employers that pay new hires more than employees with the same or similar experience should be prepared to prove why they needed to sweeten the pot. Otherwise, they risk an Equal Pay Act lawsuit if it just so happens the hire is of the opposite sex as an incumbent.
Employees sometimes quit and claim they had no choice because work conditions were so terrible. Sometimes, they sue. In most such cases—the argument is called “constructive discharge”—courts side with employers, provided there’s no evidence the employee suffered an adverse employment action such as a transfer, demotion or pay cut.
Bad managers are not consciously aware that they’re bad managers. And if they are aware of it, they’re probably not willing to admit it to anyone. Nobody wants to think they might be the problem. Here are a few clues:
If you decide to pay new hires more than employees with similar or better qualifications, be prepared to prove why you needed to sweeten the pot. Otherwise, you could be risking an Equal Pay Act lawsuit if an incumbent belongs to a protected class.