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They will improve—not deflate—your ability to interact with your reporting employees.
The employee should never hear about positive performance or performance in need of improvement for the first time at your formal performance discussion meeting unless it is new information or insight.
Avoid the horns and halo effect in which everything discussed in the meeting involves positive and negative recent events.
Recent events color your judgment of the employee’s performance.
In the interest of providing regular feedback, performance reviews are not an annual event. In one mid-sized company, job planning and evaluation occurs twice a year.
Career development planning for employees is also scheduled twice a year, so the employee discusses his or her job and career, formally, four times a year.
No matter the components of your performance review process, the first step is goal setting.
It is imperative that the employee knows exactly what is expected of his or her performance.
The employee needs to understand that if he does what is expected, he will be considered a performing employee.Your periodic discussions about performance need to focus on these significant portions of the employee’s job.You need to document this job plan: goals and expectations in a job plan or job expectations format, or in your employer's format.They are also critical in your periodic, formal meetings with employees to discuss job goals and performance.These ten tips will help you make performance reviews positive and motivational.
Without a written agreement and a shared picture of the employee’s goals, success for the employee is unlikely.