How could we create a “refresher” course to help our managers conduct more effective performance evaluations?
What are some good conversation starters for discussing employee performance, following their annual performance review?
Employers are advised that once a selection system is in place, it should be followed in the absence of evidence that the process violates the disparate-impact provisions of Title VII. Employers should consider adopting a fair system for awarding promotions, ensure the process is job-related and defensible, and evaluate alternative methods based on appropriateness and the impact on protected groups.Read More
When completing appraisals, our supervisors tend to rate their employees’ performance as either high or very high. I suspect, however, that there is greater variance between individual performers. How could we make sure that the performance appraisals accurately reflect the work our people are doing? What safeguards or backup procedures could we use to ensure that supervisors aren’t simply filling out paperwork by rote, simply to get it done as an annual requirement? (P.S.: The entire company uses the same appraisal system.)
How do we devise criteria for recognizing top-performing police officers? We believe officers should not be judged solely on the number of citations, arrests or captured arsonists they get in a month. I am looking to base the assessment on “soft” skills so that, when each lieutenant and sergeant tries to push for their people, there are factors that will separate each officer and let us see who the best performers truly are each month.
Now, more than ever, managers need to take great care in preparing performance reviews, documenting decisions and maintaining records. Failing to take the performance-management process seriously could create a significant risk of liability for the employer. Here are some steps HR should take to train managers in how to conduct performance reviews and impress upon them the importance of the process.Read More
The problem isn’t the institution of the annual performance review. The problem is that most managers don’t know how to effectively coach employees on a daily basis, and most organizations make no attempt to make coaching skills part of the manager’s DNA. That’s why the performance review exists in the first place. It’s also why you can’t remove it, no matter how many consultants rage against the machine.Read More
In the study “Gender, Race and Meritocracy in Organizational Careers,” professor Emilio Castilla found that despite being in the same job with the same supervisor and receiving the same performance ratings, white men often received higher bonuses than minorities.Read More
Corporations are making progress in disclosing more details about how executives’ bonuses are determined—but many are still far from giving regulators and shareholders the full monty.Read More