February 10, 2014
February 10, 2014
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Take time to evaluate the need for the position whether it’s a newly created position or a replacement. Align the need to the business purpose. If a job description exists, review and revise it. Know and incorporate the skills, aptitudes, and work style of the best performers in the position or a similar position. Refine the purpose statement to include key words designed to be optimized in search engines. Identify the functions critical to the position and describe the level of authority. The qualifications must be relevant, tied back to the essential functions and objective, such as two or more […]
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December 2, 2013
December 2, 2013
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There may be reasons why employees cannot be corrected in a timely manner. Those reasons don’t matter. What matters is the employee continues to do something incorrectly or behave poorly. When employees are finally told about the poor performance or conduct, managers should expect them to be surprised. The employee has been breaking small rules, or getting away with less than adequate performance for a while. Both parties may well ask, “What makes this mistake or incident different?” Employees will be especially surprised if they just received a positive performance appraisal. The performance appraisal process isn’t perfect and neither are […]
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October 31, 2013
October 31, 2013
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The purpose of the Women’s Bureau was to establish policies to promote the welfare of wage-earning women, improve their working conditions, increase their efficiency, and advance their opportunities. The Bureau was established by the Department of Labor in 1920, the year women won the right to vote and comprised 21% of the gainfully employed in this country. It grew out of an agency named Women in Industry Service which investigated the readjustment women were having after World War I. Like the Women in Industry Service, the Women’s Bureau investigated working conditions and industries accepting female employees. Subsequent reports by this […]
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August 28, 2013
August 28, 2013
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Performance appraisals have received a lot of criticism over the past several years. Most supervisors and employees dislike the whole process. Perhaps because it is a process; an annual paper exercise requiring the supervisor to make judgments about each direct report. There is a great deal of information available about what’s wrong with performance appraisals. In 2010, Samuel Culbert wrote a book titled Get Rid of the Performance Review. His primary arguments include the top-down evaluation, lack of honesty, focusing on past performance and ratings negatively affecting teamwork. What needs to be explored is why companies evaluate employee performance. Some […]
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