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?

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Janice Keels joined the Passaic municipal payroll as a judiciary clerk in 1999. Almost immediately, her supervisor noted that she had poor interpersonal skills. For example, Keels complained in May 2000 about a co-worker, saying she would hit her if she had to, and repeating, “I’ll hit her” ...
Even when an employee has been performing poorly for some time, it’s tempting to cite just the latest problem as the reason for termination. But if you list just one firing offense, you run the risk that the employee might prove the discharge reason you used is false. That could give her a chance to take her case to a jury ...
Mauricia Grant, a former NASCAR technical inspector, has filed a $225 million lawsuit against the stock car racing sanctioning body for racial and sexual discrimination, sexual harassment and wrongful termination, saying “life in the garage” was appalling ...
Q. Several of our job descriptions have not been revised in decades. What type of information should we include in the updated descriptions? ...
Test your knowledge of recent trends in employment law, comp & benefits and other HR issues with our mini-quiz. If you're unhappy with your score, browse around www.theHRSpecialist.com, where you'll find answers to tons of your HR questions. If you aced the quiz, give yourself the afternoon off!
Say you manage Kevin, a 55-year-old employee whose productivity drops over the year. Instead of citing specific, measurable examples of this decline in his performance review, you note that “Kevin doesn’t seem to have the energy level anymore to truly succeed in this department.” Still, you rate Kevin’s work as “average,” the same as last [...]
By all means, supervisors and managers should build a strong case for discharging a poorly performing employee before issuing a pink slip. However, they must make sure their motivations for compiling a record of poor performance are legitimate—not just fishing expeditions designed to look for excuses to fire ...
There’s no point in completing performance evaluations and suggesting areas in which employees could improve if no one follows up. The best approach is to schedule an interim review for an employee who needs improvement. Then tell him what he needs to do before the next review ...
Employees who believe management has unjustly targeted them for poor treatment often blame it on bias against whatever protected class they may belong to. That’s why it’s so important for employers to proactively ensure that they enforce all rules equitably and fairly—so no employee can claim she was singled out for harsh punishment ...
If employees’ disabilities aren’t obvious, the ADA doesn’t protect them if they don’t make it clear they have a disability. Only after an employee reveals he has a disability are you obligated to pursue reasonable accommodations. Vague requests such as asking for “more help” aren’t enough to trigger the ADA ...
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