You’ve had it up to here. Now it’s time to fire a poorly performing employee. As you’re about to do so, the employee wants to tell you something. But you tell her to “zip it.” Nothing she says will change your mind. As this case shows, you better zip it yourself and listen. Here’s why …
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?
See more scripts and strategies for writing performance reviews and conducting valuable employee appraisals. Get a sample performance review and employee evaluation forms when you sign up for our Free email newsletter for Leaders & Managers like you…
Drafting performance reviews is always a daunting task for supervisors, for many legitimate reasons. In reality, it doesn’t need to be that way. One simple way to reinvent performance appraisals is to shift the responsibility for initial evaluations back to your employees.
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.
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.
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.