How to conduct employee performance reviews for leaders and managers — Business Management Daily: Free Reports on Human Resources, Employment Law, Office Management, Office Communication, Office Technology and Small Business Tax Business Management Daily — Business Management Daily: Free Reports on Human Resources, Employment Law, Office Management, Office Communication, Office Technology and Small Business Tax Page 27
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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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Question: “I’m not sure how to handle my new supervisory position. Before being promoted, I was friends with my former co-workers, so I’m finding it difficult to tell them what to do.  I love being a supervisor, but it’s hard to be as tough as my superiors want me to be. In a perfect world, I would like to be both a boss and a friend. However, I’m beginning to realize that to get things done, I need to be less of a friend and more of a boss. I know I have to demonstrate leadership, but I’m afraid this will turn me into an unlikeable person. After all, does anyone really like their boss?” — Nice Guy

Looking to build a culture that appeals to baby boomers, Gen X, Gen Y and young “Millennials”? Think it’s time to ramp up benefits that serve the needs of executives, production workers, full-timers and part-timers alike? Want yours to be known as a cool place to work? Choose from these six strategies uncovered by the Best Companies Group and Outside magazine in the process of compiling Outside’s 2010 “Best Places to Work” list.

Question:  “On her performance review, my sister “Jenna” was rated “below expectations” because her boss said she took too long to complete a major project. However, this really wasn’t her fault.  During that time, she had a lot of computer problems. Also, management changes created some confusion, and her co-workers weren’t very cooperative. Now Jenna is on a three-month probation with a warning that her current project must be completed on time. It’s not clear what will happen if she doesn’t meet the deadline. I don’t think this is fair, because many things are beyond her control and she gets little cooperation from others. What do you think?” — Angry Sis

Inspiring leader … Quiet problem-solver … Compassionate mentor. Different employees crave different things from their managers. Unless you’re a mind reader, it’s impossible to know exactly what your staff wants from you. But a survey of 500 U.S. employees—published in the book, What People Want, by Terry Bacon—reveals what matters most to workers.

It comes as a bolt out of the blue: The Florida Commission on Human Relations notifies you that there’s “reasonable cause” to believe retaliation was the reason a female employee lost out on a promotion to a male co-worker. But it was a clean promotion process! How did this happen? As it turns out, this is the “cat’s paw” doctrine at work.

As the name clearly implies, the federal Pregnancy Discrimination Act (PDA) makes it illegal to discriminate against women who are pregnant. But it doesn’t mean pregnant employees are entitled to special privileges. In fact, the PDA merely makes clear that employers must treat pregnant employees the same way they treat every other employee.
Take all claims of sexual harassment seriously, not just the ones involving members of the opposite sex. Don’t ignore same-sex harassment or think that it’s somehow less serious than other harassment.

If, like most employers, you use an employee handbook to manage the workplace, remember that you must ensure that employees understand that the handbook is not a contract. Do that by clearly stating that employment is at-will and that employees can be fired for any reason or no reason.

Sometimes, good employees go bad. Quite often, employers that suddenly have to terminate an employee who had been doing a great job find themselves on the losing end of a discrimination lawsuit. There’s one way to show bias played no part in the decision: Document the employee’s unacceptable behavior.
Every type of employee leave is different. Some leave requests involve difficult personal issues, while others can cause workplace morale problems. Plus, every state has different leave laws. What's worse, the costs of employee absenteeism—reflected in lost production, overtime and temporary replacements for the absent worker—can add up quickly. What's the best way to combat the problem?
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