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Hub You - Tips for Performance Reviews
First, the program has to be easy to understand. Those who would demonstrate the program not only have to be trained, but they have to demonstrate the program with ease. A program should not be complicated when the main objective is to gain positve revenue results. The better the prospect understands, the better the likelihood that the product will be s
Objectivity is vital. You need to concentrate on measuring performance, and not on quirks of personality.
The performance review should relate directly to the employee's job profile - your employees do have job profiles, or job descriptions, don't they? The job profile should identify the Key Performance Areas for t
Everyone wants his company logo to be the best but how good is good? How do we define a good logo? Is it necessary to be colorful or an exquisite piece of art? Can a simple design work as a good logo? We are often in a dilemma.Now to define a good logo design we first need to understand the purpose of having a logo. A corporate logo is one of the
Performance reviews can be useful for motivating employees, but only if they are accurate. An inaccurate review, which fails to recognize the employee's value to the organization, can be worse than no review at all.
If a performance review fails to take note of an employee's shortcomings, it won't be taken seriously.
If an employee consistently performs poorly, it's vital to document this, as well as any corrective action that is taken.
Your staff may be genuinely unaware that their performance in some areas is poor (or exceptional!), unless you tell them.
Most employers conduct performance reviews annually, in order to decide on salary increases and bonuses. Since performance reviews should build on previous reviews, it's better to conduct them more regularly - every 4 months is a good frequency.
Employees thrive on feedback, and regular performance reviews provide a consistent framework for providing positive reinforcement.
Under-performing employees can also benefit. Regular reviews can identify weak performance areas, and allow you to set clear goals and expectations, and to coach and mentor the employee to improve their performance.
Objectivity is vital. You need to concentrate on measuring performance, and not on quirks of personality.
The performance review should relate directly to the employee's job profile - your employees do have job profiles, or job descriptions, don't they? The job profile should identify the Key Performance Areas for th
If you own a small or medium sized business and you believe that by joining an industry association they will some how help you, then you might be rather upset in the future to learn that your association acts more like a bureaucracy than an actual business operation. Some say that organizations and associations act like bureaucracies in order to deal w
If a performance review fails to take note of an employee's shortcomings, it won't be taken seriously.
If an employee consistently performs poorly, it's vital to document this, as well as any corrective action that is taken.
Your staff may be genuinely unaware that their performance in some areas is poor (or exceptional!), unless you tell them.
Most employers conduct performance reviews annually, in order to decide on salary increases and bonuses. Since performance reviews should build on previous reviews, it's better to conduct them more regularly - every 4 months is a good frequency.
Employees thrive on feedback, and regular performance reviews provide a consistent framework for providing positive reinforcement.
Under-performing employees can also benefit. Regular reviews can identify weak performance areas, and allow you to set clear goals and expectations, and to coach and mentor the employee to improve their performance.
Objectivity is vital. You need to concentrate on measuring performance, and not on quirks of personality.
The performance review should relate directly to the employee's job profile - your employees do have job profiles, or job descriptions, don't they? The job profile should identify the Key Performance Areas for t
Many of us remember the days when it was claimed that computers and other technological advances would give us so much more time. The reality is that all these gadgets have in many ways made it more difficult to manage our time. In the past we had letters and phone calls to respond to. Now we also have e-mails and text messages where people seem to e
Most employers conduct performance reviews annually, in order to decide on salary increases and bonuses. Since performance reviews should build on previous reviews, it's better to conduct them more regularly - every 4 months is a good frequency.
Employees thrive on feedback, and regular performance reviews provide a consistent framework for providing positive reinforcement.
Under-performing employees can also benefit. Regular reviews can identify weak performance areas, and allow you to set clear goals and expectations, and to coach and mentor the employee to improve their performance.
Objectivity is vital. You need to concentrate on measuring performance, and not on quirks of personality.
The performance review should relate directly to the employee's job profile - your employees do have job profiles, or job descriptions, don't they? The job profile should identify the Key Performance Areas for t
The following story tells how a customer experience went from funny to sad in less than 24 hours, and five secrets to creating an outstanding customer experience.Recently, Joy and I were invited to go to a local comedy club. It was one of those clubs where you eat dinner while listening to the comedians.We had a very enjoyable evening
Under-performing employees can also benefit. Regular reviews can identify weak performance areas, and allow you to set clear goals and expectations, and to coach and mentor the employee to improve their performance.
Objectivity is vital. You need to concentrate on measuring performance, and not on quirks of personality.
The performance review should relate directly to the employee's job profile - your employees do have job profiles, or job descriptions, don't they? The job profile should identify the Key Performance Areas for t
For many people, the possibility of selling goods online appears fraught with difficulties. Firstly, you need to locate a product, store inventory, organise a good shipment or carrier company and so forth. But what if you could become a successful online retailer without having to worry about those problems?The answer is that you can…a simple typ
Objectivity is vital. You need to concentrate on measuring performance, and not on quirks of personality.
The performance review should relate directly to the employee's job profile - your employees do have job profiles, or job descriptions, don't they? The job profile should identify the Key Performance Areas for the job. For instance, some Key Performance Areas for a receptionist might be:
* answer incoming calls within 3 rings
* take messages accurately and pass them on quickly
* type at a rate of 25 words a minute
The more measurable a Key Performance Area, the better.
Some other measurable Key Performance Areas include:
* number of sick days
* number of absent days
* number of instances of tardiness
* number of customer complaints
* number of customer compliments
* number of co-worker complaints
Of course, you would have to keep accurate records of all of these, in the employee's personal file.
You should prepare a performance review form for each employee, which lists the Key Performance Areas for the job, and provides a matrix for you to record the performance in each area.
For example, you might rate the employee's performance in each Key Performance Area against a scale of 'Poor, Satisfactory, Good, Very Good, Excellent'
Performance reviews should be a collaborative process - as far as possible, the employee should agree with your assessment.
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