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Performance Appraisals

<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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Employee Performance Management What's Gnu at the Zoo

September 11, 2006
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The San Diego Zoological Society, which employs 2,600 people, this year introduced an employee performance management system whose ratings will determine managers' pay raises. It's part of an emphasis on employee accountability outlined in the organization's strategic plan.
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<i>Dear Workforce</i> How Do We Boost Employees&#8217; Pay and Performance Levels Simultaneously

May 19, 2006
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My casino’s compensation strategy is to pay our employees the market rate for the jobs they perform. We have some employees who are paid below market value for the title they hold, but they are not doing as high a level of work for the title. In most cases, these folks were promoted from within but did not have the proper skills and abilities for the job (poor selection). We would like to increase both their pay and their level of work. Which comes first? We’re considering two options: (1) set higher performance standards with specific time targets. When they bring their work up to those standards, we will increase their pay; or (2) increase their pay immediately and let them know that their increase comes with higher expectations. We will make training available in either case.
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<i>Dear Workforce</i> How Do I Launch a Formal Appraisal Process

April 20, 2006
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Our appraisal process has been pretty informal until now and, although employees have not complained, their morale is low. I want to help them feel good about their jobs, rather than watch them leave us. What meaningful questions could I ask when conducting midyear appraisals?
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<i>Dear Workforce</i> How Could We Use Job Descriptions to Make More Sensible Job Evaluations

February 1, 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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<i>Dear Workforce</i> How Do We Move From Paternalism to Truly Measuring Performance

January 27, 2006
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We want to move from a paternalistic culture toward a more performance-oriented one. Over the years we have laid the groundwork for forced ranking in our performance management system. How do we now launch it successfully?
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Software as Service

January 20, 2006
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Applications that are accessed via the Internet are taking hold in several workforce management areas, including core HRMS, recruitment and performance management. This “on-demand” software carries lower upfront costs than licensed software and allows for frequent upgrades. Sector heavyweights such as Oracle and SAP are developing strategies, keen to make sure they don't get left behind. But for all the allure the delivery model holds, providers are keenly aware of a key issue: Top-notch customer service can make or break their business, and not every software company is used to providing superior support.
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<i>Dear Workforce</i> Should Human Resources Question a Negative Performance Review

January 6, 2006
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One of our employees is under a new manager, who has given the employee a negative review. This is out of sync with previous appraisals. As part of human resources, how should I handle this? Question the review or butt out?
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<i>Dear Workforce -</i> How Do We Move From Paternalism to Truly Measuring Performance

December 22, 2005
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We want to move from a paternalistic culture toward a more performance-oriented one. Over the years we have laid the groundwork for forced ranking in our performance management system. How do we now launch it successfully?
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