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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Employees who take their 12 weeks of FMLA and California Family Rights Act leave don’t lose the right to reinstatement once their time off expires. In fact, additional time off may be a reasonable accommodation under both the ADA and the California Fair Employment and Housing Act. What’s more, that additional medical leave would have to be accompanied by the right to reinstatement ...

Virginia Schurmeier, an operations analyst for a food wholesale company, was fired for alleged poor performance. She sued, claiming the real reason was sex discrimination. Her proof: A male co-worker who had worse performance appraisals than she had wasn't fired ...

At one time or another, most employees you manage will have personal problems that hinder their job performance. Often, the problems aren’t serious and employees can quickly return to normal productivity. But in some cases, deeper personal problems can cause long-time, productive employees to suddenly underperform, become tardy or react differently to co-workers. This is […]

What seems like a joke to members of the majority can be deeply hurtful to members of a minority. These days, that’s a particular issue in areas with a large concentration of people of Middle Eastern heritage—such as Michigan. As the “war on terror” shows no signs of abating, it makes sense to remind managers and supervisors to stay away from any comments on ethnicity ...

Employers naturally want to reduce their workers’ compensation claims—it means lower insurance costs, less lost time and higher productivity. But be careful how you frame the issue. Don’t discourage legitimate claims or retaliate against those who file claims ...

All employers with a unionized work force, take note: Just because someone has an age discrimination claim awaiting resolution under your collective bargaining agreement’s grievance procedures doesn’t mean the employee can’t prepare to file a lawsuit. In fact, the employee may have no choice but to go forward ...

Concerned that any discharge decision you make will be second-guessed by a court or jury? Ease that worry by adopting a fact-based approach to discipline that relies on easily proven and verifiable work problems. Avoid generalities such as “just not working up to potential” or “not a team player and others have to pick up the slack.” Instead, go for the specifics ...

Good news for public school employers: Employees who allege they have been discriminated against under the New York Executive Law have just one year to start litigation—as specified in the New York Education Law. Most other employees have three years to mull over their lawsuit options ...

Otherwise intelligent managers may not realize that they're implementing people-management strategies that are doomed to fail, especially when conducting performance appraisals.

Sometimes, a problem employee claims harassment as a way to protect herself from legitimate discipline. When that happens, it may be tempting to ignore such claims on the presumption they are bogus. It may be tempting to dismiss her complaints as much ado about nothing. But you’ll ignore her at your own peril ...

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