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Other Added - Performance Appraisals: Questions for Smarties and Dummies
“Face it; you’re never going to be a singer or musician. Just keep your singing in the shower.” Audiences the world over are rejoicing that I took the advice of that test administrator! But after coming to the hard realization that I had no future in music, the counselor who reviewed my test scores with me surprised me by pointing out some strengths I didn’t realize I had and making some career suggestions that I never would have considered. So even though I had ideas about what careers I thought I’d like to pursue, my d
- 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.
When an employee gives a two-week notice of resignation, is the company required to honor it? Alternatively, can the employer make the notice date the last day of work?Employers are not required to honor an employee’s resignation notice period. However, there are several issues to consider before making the notice date an employee’s last day of work. However, before making the notice date of a resignation the last days of work consider how it will affect the following.1. Other Employees will wonder what th
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 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.
Logistics solutions include planning, implementing and controlling the functions of inventory, warehousing, transportation and distribution. It consists of all software systems and activities that enable a company to transfer raw materials and finished goods from point A to point B.A fourth-party logistics provider designs the logistical blueprint of an organization and provides customized computer software. Logistics solutions aim at atomizing the various components of the production, transportation and distribut
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 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.
Panic could grip you when you first hear that you are fired. Although it is the most natural reaction, panicking, especially when you need to think rationally, could potentially rob you of the opportunity to turn tables in your favor.No Job Loss Is a Sudden DevelopmentIf you look back at the events that led to your firing, you would see that it was not a sudden event. However, this is not to suggest that you had to have done something to save your job as in most cases it is a futile exercise once management
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 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.
It’s very easy to take the everyday electric motor for granted. Some may not even think much of it; they just know what it does. It may be small in your but it’s very intricate. Some common places where you will find an electric motor include table saws, wheel chairs, and electric vehicles, which are just starting to take off. Electric sports cars can out accelerate a Ferrari.Here’s how a DC electric motor works: When the coil is powered, a magnetic field is created around the armature (or stator). The left s
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.
With the advent of the small PLC's (programmable logic controllers), the Logo or the Pico to name just a couple, controlling pneumatic circuits can be achieved with high reliability, low complexity, and at a relatively low cost with one of the currently available, easy to program controllers.That's all well and good for the vast majority of applications that occur in a plant environment that offers electricity. But what if yours doesn't? Or, what if you would prefer to have a non-electrical compressed air circuit,
- 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 goals?
4. How should I end the review particularly if the person is not doing a good job?
Always end on a positive note. First, thank the person for some specific good work done the past year. By recognizing achievements you create the motivation to achieve even more. Then move on to the area that needs improvement. Say something like, “I’m glad we had a chance to talk about your performance and how we can work together to improve it. I’m sure that together we can achieve positive results.”
Don’t just appraise but raise performance.
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