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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Some employers try to avoid the impression of retaliation by making sure that whoever makes disciplinary decisions doesn’t know about any discrimination complaints. That way, they can argue that if the decision-maker wasn’t privy to the complaint, he couldn’t be retaliating. It isn’t quite that simple.
How many times have you used an employee’s performance review to find out how your performance is? Dan Rosensweig, CEO of Chegg, starts the conversation with the employee this way:
Question: My boss has promoted me, and I now manage five people. He wants me to do performance evaluations, but I have no idea what these employees’ salaries are. He feels that I don’t need to get involved in the “money” side of things. How can I establish my authority if I’m not given sufficient information to manage these people?
The Federal Jury Act makes it clear that employers may not “discharge, threaten to discharge, intimidate, or coerce any permanent employee by reason of such employee’s jury service, or the attendance or scheduled attendance in connection with such service, in any court of the United States.” Two recent cases show that courts won’t turn a blind eye to employers that fire workers because of jury service.
You’ve had it up to here. Now it’s time to fire a poor 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 …
Bonuses are back, according to research conducted by the Hay Group. But with a pragmatic nod to today’s austere business environment, employers are taking a hard look at why they’re dishing out variable pay, what they want it to accomplish and how they decide who gets how much.
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.