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Everyone likes to know where they stand. The annual employeer review doesn’t have to be an event dreadede by the employee and the manage if both take the time and effortto prepare. Performancde reviews are a formaol way to assess what each employe e contributes to the company and to identifythat person’zs strengths and weaknesses. There are severak ways a company can conduct Deborah Keary, human resources director at the , said good companiesa should hold two an annual review with a and a mid-year review for coaching and careeer development and improvement. The Society for Humajn ResourceManagement ( ), www.shrm.
org, is the world’sa largest professional association devoted to human resource management. Keary said the best format for the revieqw is to start off on a positived note with descriptions of what the employeedoes well. Then a managee can talk about areas thatneed improvement, with suggestionsw on how the manager can Employees should be allowed time to make comments and ask for help. Dawn a member of SHRM’s employee relations panel and CEOof Wisconsin-baseed HResults, recommends quarterly reviews. “Quarterly is best so that expectations are continually shared and informal feedbackk should be provided to the employew throughoutthe year,” Adams said.
She said having the employee conduct awritten self-evaluation first is It helps the employere explain the value of their contributions as well as remind the manager of The National Federation of Independentr Business suggests that managers create a description for each job they supervisre and make sure the employeew knows the contents of the job description prior to holding the Managers should also keep tracl of records, such as absenteeism and tardiness, and keep notew to document specific examples of work done well or One of the most challenging rules for bossew in writing and conducting performance reviews is to stay away from anythinvg personal or unrelated to the job.
Even though a worker’ s personality may influence how they dothe job, it’sd important for the manager to avoid judgments – “Bob’s a procrastinator” – and to instead documentf how the trait affects performanced – “Bob’s reports missed their deadlines in July and September.” “The review is aboutg the work and how well it is being performed,” Keary “It is not abourt the employee’s private life, personality traits or anything else that is not abourt the job.
” Adams said not to bring up anythingy that is protected by the law, such as time off relates to a disability or absences covered by the Familh Medical Leave Act. Adams also said it is important that the managerr not compare the employee to others inthe company. The managef should be comparing the individuakl to the specifiedjob requirements. Kearyy said reviews are effective management tools if they are done oftemn anddone well. “People should be told often how they’red doing and how they can Keary said. “It should be a normal part of managingy people. If that is then the annual review is just a summarwithout surprises, and it’s a good experience.
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