How to measure an employee’s ‘intangible’ traits

How to measure an employee’s ‘intangible’ traitsWhen writing employee reviews, supervisors are typically called upon to evaluate employees on the basis of intangible factors, such as cooperativeness, dependability and judgment. The higher up the organizational chart, the more important those traits become. Yet most supervisors find intangibles the most difficult factors to evaluate, probably because they seem so personal. Business Management Daily recommends managers follow two guidelines when addressing intangible traits in an employee performance evalu...

The example turning a negative into a positive

The example turning a negative into a positiveDuring performance reviews, use clear, nonjudgmental language that focuses on results and behavior. Notice the positive and negative aspects of these statements: • “Your work has been sloppy lately.” (Negative: too vague) • “Your last three reports contained an unacceptable number of statistical errors.” (Positive: cites specifics) • “You’re obviously not a mathematician.” (Negative: focuses on the person, not on performance) • “I know you’re capable of producing more accurate work.” (Positive: reaffirms co...

How to conduct a positive, valuable employee performance evaluation

How to conduct a positive, valuable employee performance evaluationSitting down to conduct an employee performance evaluation with a staff member is the part of the appraisal process most managers dread. But the session doesn’t have to be tense or uncomfortable. When conducting an employee performance evaluation, start by discussing any problems you’ve observed with the employee’s performance. Address each problem individually and don’t bring up a new problem until you’ve thoroughly discussed the current one. Use the following framework to discuss each problem: • Describe ...

Evaluate and Encourage Full Participation and Success To Optimize The Performance Review Process

Evaluate and Encourage Full Participation and Success To Optimize The Performance Review ProcessThere is widespread recognition that an annual meeting to evaluate progress does not have the same benefits as ongoing dialogue and feedback. Feedback that is delivered when it is most relevant enhances learning and provides the opportunity to make necessary accommodations in order to meet objectives. Some organizations are moving towards conducting performance reviews twice a year, while a small portion is trying to conduct them more frequently. Regardless of frequency, the attitude towards ongoing feedbac...

Link Performance Management With Rewards and Recognition To Optimize The Performance Review Process

Link Performance Management With Rewards and Recognition To Optimize The Performance Review ProcessMore and more, organizations are linking performance to compensation. This link, however, cannot effectively be established without the existence of sound performance management processes that are seen as fair and equitable. Clear documentation of progress against performance expectations also allows proper recognition for a job well done. This can be provided a number of ways, i.e.: formal recognition events, informal public recognition or privately delivered feedback. It is important also to note the bene...

The Review To Optimize The Performance Review Process

The Review To Optimize The Performance Review ProcessThe employee performance appraisal or review should be a summary of all that has been discussed. Based upon job expectations and key areas of contribution, and previously discussed goals and evaluation methods, the appraisal should be a written confirmation of what has already been discussed with the employee. The form should include key job responsibilities, current project work, relevant competencies, goals and achievements. Previously completed performance appraisals should be used as reference documents...

Adequately Prepare and Train Your Managers To Optimize The Performance Review Process

Adequately Prepare and Train Your Managers To Optimize The Performance Review ProcessManaging the performance of another individual is not an easy task and requires many skills. Training may be required to ensure managers feel adequately prepared to effectively complete all the tasks related to performance management. This is especially the case for newly promoted supervisors. Managers need to understand human behavior, how to motivate, how to develop, provide coaching and deal with conflict. To a great extent, managers must be observers and able to assess a situation, provide motivation an...

Document is the killer application To Optimize The Performance Review Process

Document is the killer application To Optimize The Performance Review ProcessNote taking must be consistent and include all significant occurrences, positive or negative. Documentation is important to support performance decisions, and notes should be written with the intent to share. In addition to documenting the details of an occurrence, any subsequent follow up should be detailed. The performance log is a record that the manager keeps for each employee and is a record of performance "events." The maintenance of a performance log serves a number of purposes. The manager can recor...

Gather Information From a Number of Sources To Optimize The Performance Review Process

Gather Information From a Number of Sources To Optimize The Performance Review ProcessGathering performance information from a variety of sources increases objectivity and ensures all factors impacting performance are considered. This information should include objective data like sales reports, call records or deadline reports. Other valuable information includes: feedback from others, results of personal observation, documentation of ongoing dialogue, records of any external or environmental factors impacting performance. Many reviews also include an employee self-evaluation. Other documen...

Improve Productivity Through Better Goal Management To Optimize The Performance Review Process

Improve Productivity Through Better Goal Management To Optimize The Performance Review ProcessRegular goal tracking allows for the opportunity to provide feedback as needed, make adjustments to performance plans, tackle obstacles and prepare contingencies for missed deadlines. Without a mechanism to regularly track progress against goals, the ongoing, cyclical nature of the process falls apart. Goal progress discussions, along with all performance feedback, should be delivered with respect and should be objective and supportive. Specific examples provide clarity and help the employee focus on future...

Ensure an Ongoing Process To Optimize The Performance Review Process

Ensure an Ongoing Process To Optimize The Performance Review ProcessAs the following diagram illustrates, goal setting, performance planning, performance monitoring, feedback and coaching is ongoing and supports the creation of the performance appraisal, which in turn supports processes related to rewards, learning and development. Performance monitoring, feedback and coaching creates a separate feedback loop within the larger loop which should take place more often, allowing for necessary adjustments to performance planning as conditions dictate.

Begin with Performance Planning To Optimize The Performance Review Process

Begin with Performance Planning To Optimize The Performance Review ProcessUsing established goals as a basis, performance planning sets the stage for the year by communicating objectives, and setting an actionable plan to guide the employee to successfully achieve goals. Performance planning, as with all other steps, is a collaborative process between the manager and employee, although there will always be some elements that are non-negotiable. Begin with the job description and identify major job expectations; expectations then can be clarified for each major area. Under each ke...

Set Goals Effectively To Optimize The Performance Review Process

Set Goals Effectively To Optimize The Performance Review ProcessGoals are the basis of an effective process. There are two key elements to consider when developing goals. First, are goals written clearly and objectively? Second, are they directly contributing to the achievement of business strategy? Clearly communicating strategic business objectives is the first step to creating alignment. Providing visibility to goals set by departments across the organization furthers alignment. Typically the process begins with departmental managers setting goals for their departmen...

Sample 360 degree feedback for performance assessment surveys

Sample 360 degree feedback for performance assessment surveysThe evaluation forms for employees at different levels will have a lot of overlap in some areas, but differ significantly in other areas. Listed below are some sample 360 feedback survey categories, with examples of how the assessment items might differ for senior leaders and non-managers. Below is the example as an aswer for miidle to upper-level manager, and oragnizational leader [1] Character Eagerly pursues new knowledge, skills, and methods Knows own strengths and limitations Personally committed to th...

What are your salary expectations?

If you get answer from job interview, you have to give them proper answer for making good impression. And followings are the guide: 1) “My main concern is finding a job that is a good fit for me. I’m sure whatever salary you’re paying is consistent with the rest of the market, what is the range being offered?” 2) “I’d appreciate it if you could make me an offer based on whatever you have budgeted for this position and we can go from there.” – (Note: The ‘appreciate’ make this statement sound less demanding)...

List of Reasons for Why You Left Your Job

You may need the proper answer for “reasons for leaving” when writing your resume on website. Followings are the good reference because they are all legitimate reasons an employee can decide to move on to a new position. Limited growth at company Good reputation and opportunity at the new company Looking for a new challenge Good career opportunity Went back to school Relocation Change in career path Company downsized Company went out of business Reorganization or merger Long commute Needed a full-time posit...