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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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Not everyone who has a learning disability or even mild retardation is disabled. Under the ADA, every disability is measured by the individual’s condition and whether or not the condition he claims is disabling substantially impairs a major life function. Thus, someone with minor intellectual deficits may not be disabled under the ADA.

Q. Under our progressive discipline policy, employees receive an oral warning, a written warning, suspension and finally termination. If an employee’s conduct is severe enough to warrant termination upon the first offense, can we fire the employee right away, or must we follow this progressive discipline policy?

Question: “My manager frequently talks to one of my co-workers, “Claire,” about the performance problems of another team member. I've told Claire that I think it's wrong for our boss to be discussing this other employee with her. Claire says she doesn’t mind being used as a sounding board. She’s convinced that she's helping, but I disagree. What do you think?” — Offended
Issue: Many HR professionals run one-person departments that struggle to handle up to 150 employees or more.
Benefit: By managing a solo operation well, you illustrate expertise that's attractive to ...

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.

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.

Awe c’mon. An employee is obviously pregnant but you can’t even say the “p” word? Does the mere use of the adjective translate into legal liability? One court recently said “relax;” it’s okay to say a woman is pregnant. Just don’t make any employment decisions based on it or comment negatively. Still, it’s a bit tricky, as this case shows …

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.

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