In today’s economic climate, you might be tempted to forgo hiring a temp to fill in for an employee who’s out on FMLA leave. Especially if you initially believe the employee won’t be gone long, what’s the harm? But what will you do if the employee returns to a huge pile of work left undone during her absence? Think twice before you tell her to catch up or else.
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…
Ever since the EEOC began tracking discrimination complaints, race bias has been the most popular claim. Not anymore. Claims of employer retaliation now top the charts—33,613 claims in fiscal 2009. This means managers, supervisors (and you) need to be more careful than ever to avoid lashing out against employees or applicants who file—or simply voice—complaints of discrimination.
If your promotion processes are haphazard—devoid of objective criteria and without a clear system for choosing candidates—you could wind up facing a disparate-impact discrimination lawsuit. That’s one powerful reason to institute a clear promotion policy that includes posting job openings, creating application processes and relying primarily on objective selection criteria.
Economic times remain tough, and businesses are still finding they have to cut costs to survive. And cutting costs often means looking at a possible reduction in force. In most organizations facing that difficult prospect, a team of managers has to decide where the cuts should be made and what criteria to use when making those cuts. Make sure the decision-making team doesn’t have access to information about FMLA usage ...
Listen up! Breaking news! It doesn’t really matter whom you label as a supervisor any more. As a way to hold a company liable for sexually harassing conduct by a “supervisor,” one court recently relabeled a co-worker as a “supervisor,” even though this person had absolutely no power to hire, fire, promote, demote or otherwise affect the harassed employee’s job status. The court, with the support of the EEOC, ruled that just being the “highest ranking employee on site” with the ability to set schedules and dole out discipline makes for a supervisor as a matter of law.
Anything less than a completely honest performance appraisal will only cheat the employee out of personal development, plus it could set the stage for a discrimination lawsuit. Here are eight important do’s and don’ts.
Here’s another good reason to meticulously track performance: If you end up firing or demoting someone without good documentation, you may end up in court. Bad timing alone could trigger a lawsuit if the employee engaged in some sort of protected activity just before the action.
Whether it's deserved or not, the perception that management is "against" employees, once earned, is difficult to shake. That's why it's so important for supervisors and HR to treat all employees fairly and consistently at all times, especially when it comes to discipline. These five questions can help managers gauge whether their discipline is fair. BONUS: 7 tips for documenting your disciplinary process.
If an employer has to downsize due to economic conditions, employees who are out on FMLA leave aren’t immune. They can be included in the reduction in force as long as their FMLA status isn’t used as a factor. But employers have to be careful—it will look suspicious if the only employee laid off happens to have been out on FMLA leave or just returned from it.