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Will You Add? - Performance Appraisals: Questions for Smarties and Dummies
If you could sit down with someone very successful and pick their brain—what would you ask?As a child, I knew of a man who was born in the latter part of the last century who fit that criterion. He was the youngest child of a woman whose husband died when he was a baby. He and his brothers moved from England as young men and homesteaded land in Alberta. He married a woman he had known in the old country that had traveled to join him in a new country. She was a midwife whose father was a doctor back in England.
4 How much training is required and how should it be done?
Training must include three factors: basic HR in
From the middle of last century until today we have become the "throw away society". Buzz words like "disposable" and "one-use" have been commonplace. Where we used to "make do and mend" in the war years we now simply replace items that are no longer functioning or are no longer wanted. Now this is great if we have an everlasting supply of clean energy to make replacement goods and bottomless land fill sites. But we have neither.In poorer countries this problem is negligible as most spending goes on food and essen
Questions asked by HRD Professionals:
1. What are the essential ingredients of an effective performance appraisal program?
A successful program must meet the following requirements:
- It fits the organization, rather than ‘one size fits all’.
- It must be communicated to all involved.
- It must be sold to those who will conduct the appraisals.
- It provides training and ongoing resources to managers.
- It establishes controls and rewards to reinforce implementation.
2. Can I use other’s forms and procedures or must I develop a whole new program?
You certainly can see what other organizations are doing in relation to performance appraisals. However, I say adapt appropriately not adopt totally. What works for a large financial institution may not work in a family owned business. Use other programs as a guide, not a boilerplate. Get input from your line managers as well as employees regarding forms and procedures – they are the ones who ultimately will be the users.
3. Why do managers generally dislike performance appraisal programs?
Many managers are not convinced that the program is a good one or that positive results will be gained. Also, they are not properly trained to conduct the reviews. They hesitate to e honest for fear that subordinates will resent them and believe the review will be an unpleasant experience that might cause more harm than good. (This may be right if the program has not been properly planned and implemented.)
4 How much training is required and how should it be done?
Training must include three factors: basic HR inf
Do you remember Frank Sinatra’s song…? “I did it my way”Excellent song. I love it.And you know what… some business owners love the notion of ‘doing it my way’ so much that they ‘hold’ onto every aspect of their business – so much so that they don’t allow people to help them to grow.They latterly stop their staff from helping them.They stop their ‘accountant’ from helping themAnd they stop any outside expert from helping them…There may be all sorts of reasons for this behaviour…ents of an effective performance appraisal program?
A successful program must meet the following requirements:
- It fits the organization, rather than ‘one size fits all’.
- It must be communicated to all involved.
- It must be sold to those who will conduct the appraisals.
- It provides training and ongoing resources to managers.
- It establishes controls and rewards to reinforce implementation.
2. Can I use other’s forms and procedures or must I develop a whole new program?
You certainly can see what other organizations are doing in relation to performance appraisals. However, I say adapt appropriately not adopt totally. What works for a large financial institution may not work in a family owned business. Use other programs as a guide, not a boilerplate. Get input from your line managers as well as employees regarding forms and procedures – they are the ones who ultimately will be the users.
3. Why do managers generally dislike performance appraisal programs?
Many managers are not convinced that the program is a good one or that positive results will be gained. Also, they are not properly trained to conduct the reviews. They hesitate to e honest for fear that subordinates will resent them and believe the review will be an unpleasant experience that might cause more harm than good. (This may be right if the program has not been properly planned and implemented.)
4 How much training is required and how should it be done?
Training must include three factors: basic HR in
Figuring out job interview question and answer strategies can be a nerve wrecking experience particularly for first timers or those that are in desperate need of a job. They would prepare endlessly for days, study self help books about ‘How to face an interview’, memorize answers to ‘expected’ questions etc. This article looks at the psychology of interviewers, job interview question and answer strategies, and what most people do wrong while faced with an interview.Most people think that attending interviews means
2. Can I use other’s forms and procedures or must I develop a whole new program?
You certainly can see what other organizations are doing in relation to performance appraisals. However, I say adapt appropriately not adopt totally. What works for a large financial institution may not work in a family owned business. Use other programs as a guide, not a boilerplate. Get input from your line managers as well as employees regarding forms and procedures – they are the ones who ultimately will be the users.
3. Why do managers generally dislike performance appraisal programs?
Many managers are not convinced that the program is a good one or that positive results will be gained. Also, they are not properly trained to conduct the reviews. They hesitate to e honest for fear that subordinates will resent them and believe the review will be an unpleasant experience that might cause more harm than good. (This may be right if the program has not been properly planned and implemented.)
4 How much training is required and how should it be done?
Training must include three factors: basic HR in
Rubber compounding companies have been using batch inclusion plastic bags for years to increase productivity and assure batch to batch uniformity. However, these particular packaging bags, also known as low melt bags, can also be counted on to reduce product loss, decrease solid waste disposal costs and most importantly minimize worker exposure to hazardous materials. As the cost of plastic resin continues to spiral upward here are 7 ways to minimize or even eliminate a price increase.1. Consider using thinner
3. Why do managers generally dislike performance appraisal programs?
Many managers are not convinced that the program is a good one or that positive results will be gained. Also, they are not properly trained to conduct the reviews. They hesitate to e honest for fear that subordinates will resent them and believe the review will be an unpleasant experience that might cause more harm than good. (This may be right if the program has not been properly planned and implemented.)
4 How much training is required and how should it be done?
Training must include three factors: basic HR in
There are many factors within general business practices that are altering to ensure that every person benefits from the continued functioning of the company. Previously many businesses have subscribed to practices that may have had negative effects on their stakeholders. This is now changing as the realisation sets in of the true importance of the different stakeholders in any particular business. There are many different manners in which a company can implement corporate social responsibility measures for the benefit o
4 How much training is required and how should it be done?
Training must include three factors: basic HR information, performance appraisal skills and motivation to implement the program. Ideally it should be done in multiple sessions spread out over a period of time with small groups for proper discussion and practice. Some of the key topics could be how to clarify what’s expected; how to conduct an effective review; how to rate fairly, etc.
Questions asked by Line Managers:
1. Why do most subordinates dislike performance appraisals?
Because it is often an unpleasant experience! Some common problems cited are:
- Expectations and outcomes are not clear.
- Fear to disagree with the boss and that it will be held against them.
- Criticism is used more often than praise.
- Bosses are defensive when challenged by subordinates.
- Bosses aren’t prepared.
2. How can I be sure I’m making a fair appraisal?
First of all, ask for input from others who are in a position to evaluate the performance of the person. Next, be sure that neither the ‘halo effect’ (a positive opinion of the individual) not the ‘horns effect’ (a negative opinion of the person) influences the appraisal. Also be sure that the appraisal is not based just on the most recent events.
3. How can I get the person involved so I’m not doing all the talking?
To encourage dialogue during the review, you can ask such questions as: What went well this past year? What problems did you encounter? What are some key goals for the coming year? What areas do you want to improve or develop? How can I best help you to achieve these goal
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