Thursday, May 26, 2011 at 2 p.m. ET / 11 a.m. PT Some companies are moving away from traditional, often unpopular annual performance reviews and turning to other approaches for evaluating staff and giving workers more frequent feedback. Join Workforce Management senior writer Rita Pyrillis in a live chat Thursday, May 26, at 2 p.m. ET / 11 a.m. PT. She will share her perspectives on the topic and discuss her May 2011 cover story, "Is Your Performance Review Underperforming?"Read More
Some companies are moving away from traditional, often unpopular annual performance reviews and turning to other approaches for evaluating staff and giving workers more frequent feedback.Read More
Once-a-year feedback via the performance review isn't cutting it anymore, and employees should take note.Read More
Employees at our company are accustomed to receiving an annual cost-of-living adjustment, or COLA, increase. However, we are implementing a new system linking pay to performance, and those employees will have to meet their yearly goals to be entitled to the COLA. They will also be awarded a bonus for exceeding goals. Currently, COLAs are awarded throughout the year based on each employee's date of hire. In the new system, we wish to have everyone eligible for the pay increases at the same time, in April. How do we change the timing without de-motivating those who would have been eligible for an increase under the old system, but now must wait anywhere from one to 12 months to become eligible?Read More
What are the best ways of measuring the productivity of newly promoted employees? Their performance results will define the salary for the new position.Read More
My company requires us to perform a performance review for each of our staff members annually. As a part of the review process, we must create goals for the staff member to work on for the upcoming year. Unfortunately, the department that I supervise consists of only minimally skilled “dead-end” jobs. Thus, it is difficult to create goals for the staff. I have compensated by having them work on some personal goals (“You're good at this task, but let's try to become great at this task”), but these people have been working here a long time and I've already done everything there is to do.Read More
Many organizations are asking for HR professionals with talent management expertise. Practically speaking, when someone is engaged in talent management, what is he or she doing?
How do we assess the performance of individual employees who mostly work on teams? While designing our performance management system, the goal is to link each employee’s individual performance with his or her annual reward. But we’re having trouble applying a useful measure to determine an individual’s contributions.Read More
We are an animation company and work on multiple projects of varied complexities. The individual performance evaluation is done based on similar KSAs (knowledge, skills and abilities) defined for specific roles. Our challenge: how to normalize the performance across different projects for individuals with same ratings when evaluating pay hikes/promotions. We will not be able to consider them at the same competency level because their work is of varied complexities.
Each year our management directs our staffers to write their own evaluations for appraisals. These written evaluations then become the basis for appraisals. Realizing that one size does not fit all companies, we nevertheless want to create some type of standardized format to use for these self-assessments. How should we structure it so we are reasonably sure that the questions generate honest responses from employees? What other pitfalls should we take note of?