Performance review program
In this post, you can ref useful information about performance review program. You can ref more materials for performance review program such as: performance review methods, performance review forms… at the end of this post.
I. Contents of performance review program
Employers develop performance appraisal programs based on what they perceive employees need in terms of regular, constructive feedback. Appraisal also serves to recognize skills, talent and the employee’s interest in developing his expertise for future roles within the organization. Not all appraisal programs are formal, sophisticated systems that produce pages of meaningless narrative about goals and productivity. Many are well-constructed, straightforward measurements that foster candid assessments of performance and positive workplace relationships that support the organization’s business goals.
An introductory evaluation is an effective way to determine if your company is making wise hiring decisions. Since much turnover occurs early in the employment relationship, conducting an evaluation within the first 60 to 90 days on the job ensures the employee is a good fit for the job and the work environment. An introductory evaluation also gives the employee an opportunity to express any concerns about her duties before minor issues become irresolvable problems.
Though supervisors typically evaluate employee performance, the nature of the supervisor-employee relationship lends itself to two-way review and feedback. This type of appraisal program enables managers to see how effective supervisors are and whether supervisors are good at establishing themselves as organizational leaders. Employees who report to supervisors are the best source of knowledge of supervisor actions and behavior because of the direct reporting relationship and daily interaction. Employee reviews of supervisors can be done anonymously to protect employees from potential retaliation by supervisors whose reviews contain comments about poor behavior or deficient leadership skills.
These may be the trickiest of all appraisal programs, because conducting peer evaluations requires extensive training for employees. Subjectivity also can become a challenge; therefore, employees must be reminded that only objective and constructive feedback is acceptable and personal opinions about their peers are unacceptable. Peer evaluations shed light on whether employees who work together in the same department are following consistent processes and procedures. Peer evaluations also can help identify employees who demonstrate leadership skills and are admired by their peers for their positive attitudes and teamwork.
Employers may construct a performance appraisal program that combines elements of a traditional supervisor-written appraisal with an employee self-evaluation. This type of appraisal program produces supervisor-employee interaction during the appraisal meeting. Employers who use employee self-evaluation benefit from the combination of two perspectives that involves a negotiated approach to reaching a final performance rating. The employee’s self-evaluation is not simply a feel-good exercise for employees. It encourages supervisors to listen carefully to employees’ own perceptions of their strengths and weaknesses. The result is that the overall performance appraisal program is well received by workers who appreciate that an employer values their opinions.
II. Useful materials for performance review program
• 11 performance appraisal methods
• Top 28 performance appraisal forms
• 300+ performance review phrases
If you need more materials for performance review, please leave your comments.