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Performance Appraisals

Top 5 Ways to Know if Your PM System Bails Out Your Managers

July 9, 2007
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Does your approach to performance management let your manager off the hook? Here are some telltale signs to watch for.
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Copping Out on Performance Management

June 28, 2007
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Sometimes performance management systems give managers the chance to gloss over the tough conversations that could really drive excellent performance. Here's how to remove the 'bail out' feature and improve the review process.
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<i>Dear Workforce</i> How Do We Soften the Blow for Those Not Chosen for Promotions

May 4, 2007
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We are currently offering two internal promotional opportunities, and six candidates have put their names forward. As well as taking into account performance, we will be testing technical knowledge and conducting interviews. We intend to give each candidate detailed feedback. However, how do we soften the blow for the unsuccessful applicants? I know some people have set their hearts on the promotion, but ultimately, four people will be disappointed.
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<i>Dear Workforce</i> How Do We Measure Potential When Making Promotions

January 12, 2007
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We base all our job promotion decisions on past performance and recommendations of the immediate superior. We know this is not a reliable method, since past performance in one job is not necessarily a good predictor to future performance, especially when a person assumes a higher position. The question is, without going to a full-blown assessment center, what tools can we use to measure a person’s potential to find out if they are suitable for a higher position?
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Employee Ratings of Senior Management Dip

January 8, 2007
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Chasms in communication strategies, which corporations have let widen since the terrorist attacks of 2001, contribute to the drop.
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<i>Dear Workforce</i> How Do I Describe the Different Evaluation Methods to Management

December 29, 2006
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I have been using various appraisal tools, including management by objectives, 360-degree feedback and comparative performance appraisal methods. These give me choices when carrying out performance appraisals. However, management is questioning whether these tools are useful in our organization. How could I give a synopsis of the pros and cons of each method?
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<i>Dear Workforce</i> How Do We Change From Informal to Formal Performance Management?

December 29, 2006
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Our technology firm anticipates rapid growth this year. Presently we conduct annual performance reviews that are rather informal. This method is manageable now, but as the company grows how could we introduce structured performance management for employees of various occupations?
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Programmed to Comply Leaders Attitudes Toward Surveys

December 8, 2006
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I asked participants the degree to which they thought the annual employee survey and customer surveys were "evil." Then I followed up with a few other more traditional questions about surveys.
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<i>Dear Workforce</i> How Do We Create Evaluations That Accurately Capture How Well People Perform Their Jobs

November 16, 2006
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We’re a CPA office and have a very detailed multiple-page annual evaluation form for our professionals. However, I haven’t been able to find a good general performance evaluation form for our administrative team. We also have a full-time marketing employee whose job is so specific to marketing that the only evaluation we can think of is results-oriented. The same issue applies to our IT manager and employees of our scanning department. How do we devise an evaluation system or format tailored to each of these different individuals that fairly and accurately captures how well they perform their specific jobs?
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<i>Dear Workforce</i> How Could We Use Job Descriptions to Make More Sensible Job Evaluations

September 14, 2006
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We are in the process of salary reviews and currently use a points system for evaluations. How could we use job descriptions more sensibly in our job evaluation process?
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