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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?

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…

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Most organizations believe they do pay for performance. They don’t. Here's how to get real about a compensation system that truly pays employees according to what they contribute to organizational success.
Question: “On her performance review, my sister 'Jenna' was rated 'below expectations' because her boss said she took too long to complete a major project. However, this really wasn’t her fault ... I don’t think this is fair, because many things are beyond her control and she gets little cooperation from others. What do you think?”

Ever since his article in The Wall Street Journal two years ago drew an outsize response, Samuel Culbert has been calling job performance reviews “baloney.” The UCLA business professor doesn’t stop there. “First,” he says, “they’re dishonest and fraudulent. And second, they’re just plain bad management.”

It’s a misconception that anytime a supervisor has a romantic relationship with an employee, other employees can sue for sex discrimination. If that were the case, employers could be held liable for any number of legitimate (or unsavory) relationships between employees or even with outsiders.

A survey of 500 HR professionals asked how often their organizations conduct formal performance appraisals of employees. The old-reliable yearly performance appraisal is still the standard. Find out other time frames that work for some organizations. Plus, tips for employees on how to get the greatest value from performance reviews.

Some employees can’t or won’t acknowledge that they aren’t meeting their employer’s expectations. They ignore negative evaluations, don’t follow through on improvement plans and won’t take direction. You may have no choice but to fire the employee. If you do, don’t worry. Careful documentation will stifle any later lawsuit alleging some form of discrimination.

Managers, supervisors and HR professionals, beware: Courts are cracking down on employers that punish employees who serve in the military. One way is by clarifying that those who participate in hiring and firing decisions may be held personally liable for violating USERRA.

Some employees are difficult, always skating on thin ice. They’re disruptive, don’t listen to directions and pretty much do whatever they want. Even so, employers often hesitate to fire such troublemakers if they’ve recently requested FMLA leave or claimed to be disabled. Don’t be manipulated into keeping those bad apples.

A former Hernando County public works director has filed an EEOC complaint alleging that his discharge in January was part of a county plan to get rid of older, highly paid employees. Charles Mixson, who is 61 years old, claims that the county wants to terminate all managers over age 55.

Elective surgery that isn’t medically necessary may not be eligible for FMLA leave because the employee having the procedure may not be suffering from a serious health condition. Challenge such leave requests by asking for the second and third certifications that the FMLA allows.

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