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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There's no sense in becoming a pack rat if you don't need to. While the legal requirements to retain records are complex, you're probably safe in dumping those 1984 vacation-day requests. Still, knowing which records to save or toss can be critical to your business, particularly in defending against a lawsuit.

A recent study says that 40% of managers are considered “bad bosses” by their employees. Yet most managers assume that their relationships with their employees are running smoothly. Obviously, some of those bosses are wrong … and that can create major problems for a business. Here are seven common employee complaints about management, plus ways managers can silence them.

Friction often exists between HR and supervisors because those front-line bosses don’t fully understand your HR role … and they may hold certain stereotypes about your department. Advice: Set the stage for HR-management collaboration with an “HR for managers” meeting. Explain how key HR functions practically benefit managers and their departments.
In an effort to “empower” their staffs, too many managers take a completely hands-off approach, leaving employees alone unless they really need help. But this can create a rudderless ship, says management expert Bruce Tulgan. That's not leadership! Here's how effective managers provide genuine support to their employees.
If you let employees ignore reasonable restrictions on how they use company e-mail and other communications tools, you may find yourself having to scramble to prevent embarrassing information from becoming public.
Many employers have a progressive-discipline system. Usually that’s good. But sometimes you may need to deviate from the disciplinary script. To keep your options open, make sure you explain that the disciplinary system is for guidance only, and that you reserve the right to apply the rules based on the individual circumstances of a particular case.
Employees who turn out not to meet the definition of “disabled” can still sue for disability discrimination based on their employer’s perception that they are disabled. That doesn’t mean, however, that supervisors can’t express concern and sympathy when an employee reveals a problem. Nor does it mean they can’t offer accommodations at that point or explain what types of leave are available.

Yes, employers must reasonably accom­modate employees with disabilities. But that doesn’t mean they have to provide a perfect workplace—or tolerate subpar performance. Instead, make the accommodations that are reasonable. If the employee still can’t perform her job’s essential functions, you can terminate her.

Employees who file EEOC or other complaints about discrimination are protected from retaliation for doing so. But that doesn’t mean employers aren’t allowed to discipline employees who have complained—if the situation legitimately calls for discipline. You must, however, be very careful to document the underlying reasons.

Managers should make documentation of employee performance, behavior and discipline a regular habit. Strong documentation is especially important if an employee or ex-employee ever files a legal complaint saying his or her termination or discipline was based on illegal discrimination.

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