Act for Justice

This brings us to the preparation time that is essential to a successful performance appraisal interview. You should sit down and decide what points you want to cover in the conversation. You might even prepare a brief outline of what you want to discuss. It’s possible that the performance appraisal form your company uses may trigger all the proper thoughts in your mind. However, you must anticipate that it will not. You’ll look foolish if you fail to cover all the bases and have to ask the employee to come back into your office a day later to review some important point that you forgot.
Make an outline of the significant items you should cover. Here are some questions you might ask as you prepare the outline:

• What areas of this employee’s performance or attitude should you mention?
• What areas not covered in the performance appraisal do you need to mention?
• What are some of the items of personal interest about this employee that you should bring up?
• What questions should you ask this employee that are likely to generate some conversation and opinions about the work?
• How can you help this employee do a better job? What are the areas in which this employee will be self-motivated?
• How can you let this employee know he or she is important to you personally, not just for the work performed?
• How does this employee fit into the company’s future plans? Is this person promotable? What can you do to help?
This is the type of self-examination you should go through before beginning the session with the employee. A few minutes spent preparing for the conversation will greatly increase the success ratio of your performance appraisal interviews.

Taken from : THE FIRST-TIME MANAGER

The interview with the employee about the performance appraisal becomes crucial. You should plan to hold it at a time when you’ll be unhurried and not likely to be interrupted. Allow yourself as much time as is needed to cover all facets of the job. Answer all questions. Listen to everything the employee wants to say. Your willingness to hear your subordinate out may be as important as the discussion itself. Employees are so used to dealing with managers who behave as though everything is an emergency that, when given time to talk to their superior about their own dreams and aspirations, they may feel uncomfortable.

The conversation with your direct report is so important that you should avoid being interrupted. This should include even calls from the president of the company. The president should be informed that you are in the middle of a performance appraisal interview and let her decide if she still needs to talk to you at that time. Of course, anyone in any organization can be interrupted for emergencies, and, if that is the case, let your employee know what is happening and why you need to interrupt the appraisal meeting. It is quite disconcerting to be telling another person about your ambitions and feelings only to have the other break the spell by taking telephone calls looking at incoming e-mails.

During the performance appraisal interview, you should direct the tone of the discussion but not dominate it. You definitely have a message to convey. You want to go over each performance appraisal factor with your employee. You want to make known what you consider to be your employee’s strengths on the job and what areas require some improvement. You’ll seldom get disagreement on the areas you designate as strengths. But you’re likely to encounter disagreement when you start discussing weaknesses. And this is where you have to allow employees to express their own feelings.

Some people will never hear anything positive if it follows something they consider negative, such as an area that ‘‘needs improvement.’’ As a result, never start off a performance appraisal meeting with anything that might be construed by the team member as negative. Start with a couple positives.

Do you have documentation that indicates where the employee is weak and where improvement is needed? Your case is much stronger if buttressed by hard evidence. Production or quality records are much more convincing than a manager’s intuition. When you come up against the team member’s disagreement, that difference of opinion is important and should be discussed. It’s possible that you’re wrong, but you won’t be if the facts can be documented.

Here is an experiment you may find helpful in getting staff to understand performance appraisals. Before sitting down to make your Solomon-like judgments, give all the members of your staff a blank form and ask them to evaluate their own performance. Then compare their appraisals with yours. You will usually find that their ratings are lower than yours. Many studies have shown that managers rate their direct reports higher than the direct reports rate themselves. The reason I suggest that you do this is because it allows you and your team members to discuss both of your views of each factor rated. You will find that your staff will learn a great deal about performance appraisal from the experiment, and you will learn a great deal more about the people you manage.

Too many leaders will be thorough in pointing out the areas in which the employee should show improvement, but they will not go far enough. If they’re going to tell the employee where job performance is not up to expectations, then they must also tell how it can be improved. This needs to be thought through in
great detail before the interview is conducted.

Taken from : THE FIRST-TIME MANAGER

OK, it’s time for me to post another topic about personal finance management. Have you ever been faced with unexpected expense? Well, every once and a while everyone will be surprised by unexpected bills, or costs, or any other expenses. What if, at that unfortunate time, we happen to be in sort of cash? What if, just the days before, we just paid another big expense that drained our wallet? Is there any solution? There are many! (For every problem there are many solutions and even opportunities.) But we also need to remember that the perfect solution(s) will depend on our particular situation.

Now, when this problem hits you, and suppose you are sure that in several days you actually will receive a specific amount of income (be it salary, payment, or maybe dividend) that is more than enough to cover this expense, than there is one good solution for you: Payday Loans. What is it? Well, it’s basically a small loan (from $100 to $1000) that can be approved and transferred to your bank account in a very short time. Apply now, and you can have the cash in your account as soon as tomorrow! But we have to be cautious though. This kind of loan usually has high interest. That’s why I stated that this loan is a good solution only if we know we will receive an income in a short time to pay this loan off.

Where can we find this kind of loan? The internet, of course. There are many providers, but I think one of them stands out. It’s called Payday Loans. We only need to follow three simple steps in order to receive a loan: 1. Complete the easy and secure loan application, 2. Receive funds in our account, and 3. Manage our account with ease. Wait a minute, there are actually only one easy step in our part then! The best part is we can go through all the procedures online. This company has been providing payday loans over the internet since 2002, that’s like… almost since the start of the internet business era. One thing unfortunate about Payday One is that they’re currently serving 32 states only. Hopefully, they will be able to cover all of the U.S. in no time, because it will serves more people in need of quick cash to cover unexpected expenses. That can means everything for the individuals in trouble.

Many managers prepare thoroughly for the interview with the problem employee. They know it might get sticky and they’d better see to it that their flanks are protected. You should be just as thorough in preparing for the interview with the satisfactory employee. Occasionally, you’ll be surprised by the outstanding staff member who’ll turn a conversation you thought was going to be all sweetness and light into a real donnybrook.

As you spend more years in management, you’ll find that the satisfactory employee generally uses this interview to unload some of the problems that have been festering. The problems vary with the situation. Here are some examples:

‘‘I’m not advancing fast enough.’’

‘‘My salary is not fair for the work I do.’’
‘‘My coworkers are not performing up to standards.’’
‘‘As manager, you don’t pay enough attention to subordinates who are getting the job done.’’
‘‘Good performance is not appreciated or recognized.’’

You should welcome such input from your satisfactory employees, even though you risk hearing what you don’t want to hear. Let’s face it, many employees will tell you only what they think you want to hear; but a rare and precious few will tell the truth, and these you must listen to carefully. Don’t fall into the ‘‘shoot the messenger’’ syndrome. Although the news a messenger brings you makes you unhappy, the fault is not with the messenger; punishing the carrier won’t change the truth of the message carried. Ignorance may be bliss, but it can be fatal in a managerial career.

Of course, the information you’re receiving may not exactly reflect the facts. You’re receiving it through the carrier’s filters. Nevertheless, that doesn’t make it any less valuable. You may not have been around long enough to know how to sort out what is important and what is window dressing. If the satisfactory
employee believes it’s important enough to bring to your attention, then you ought to listen to it. Besides, this employee surely knows you prefer a trouble-free interview to one filled with problems, so you know the  matter would not have come up unless the employee felt strongly about it.

It’s possible that you may occasionally have a mischiefmaker on your hands, but these people are usually not your satisfactory employees.

Taken from : THE FIRST-TIME MANAGER

In every problem lies great opportunities. It does indeed. Last week I spilled paint on my carpet and we can’t remove the stain (and it’s unpleasantly visible).  We’ve tried several paint removers, but this stain just doesn’t want to go away. I’m thinking about replacing the stained carpet, but I’m not really in the mood for such a house work for now. J So I’m just going to cover it up.

Is there anything else better than rugs to cover such a problem? Guess not. So I did some online window shopping to find cheap rugs (hey, it’s only for cover up), and I did find a great site called Superior Rugs. They indeed offers quite superior rugs with cheap price. High quality, cheap rugs? But how could that be? Ahh, empty marketing slogan, you say. Well, in fact it is not. It looks like they can offer cheap but superior rugs because they sell directly to customers without the help of middlemen. Ok, that’s definitely a plus poin. Many of the websites I found were indeed function as middlemen trying to find the best rugs with discounted price for us. But the discount is not for us, of course. It is for them, as a service fee for helping us. I guess the manufacturer pay the same service fee for these guys too. There’s nothing really wrong with this,  because in most cases they do help the customers genuinely and deserve the payment. But when a company spends more effort to sell directly to customers and really make it cheaper for us, well then it deserve a great business too.

Back to the rugs… You need to check their web pages for yourself, and be amazed like myself on how they really cut the prices. Could you believe an 81% discounted price off the list?! It’s true. It’s on the clearance area rugs page, and the final clearance rugs page. Be it wool rugs or silk rugs, they’re all discounted heavily. And the quality of the choices… wow, I actually don’t know how to describe it. Just go see for yourself. You would want one even without any stain on your carpet to cover up.

A formal system should be designed in such a way that it considers as many elements of the job as possible. The manager should be forced to make some judgment about each of the important factors. This means, first of all, that the manager must be knowledgeable about the job and the performance. That is why the appraisal should be done at the level closest to the job being reviewed. A manager three levels above the position in question can’t handle the judgments as well as the manager in daily contact with the employee being appraised. It can be reviewed by higher-level management, but the appraisal will be more accurate when done by someone in daily contact with the job.

Here are some items that appear on a typical performance appraisal form. There may be anywhere from three to ten degrees of performance efficiency for each category, the extremes being ‘‘unsatisfactory’’ on the one end and ‘‘outstanding’’ on the other.

• Volumes or production levels
• Thoroughness
• Accuracy (may be identified as error rate)
• Initiative/self-starting
• Attitude
• Ability to learn
• Cooperation/ability to work with others
• Attendance and punctuality

You can probably think of other factors applying to your own business that ought to be included. Some systems may use numeric weighting for each of the factors, arriving at a final rating that will be given to the employee. The entire form becomes a part of the employee’s personnel file. The ranking scheme might be something like this:

80 to 100 points: Outstanding
60 to 80 points: Commendable
50 to 60 points: Satisfactory
40 to 50 points: Needs improvement
Less than 40 points: Unsatisfactory

The ranges can be narrower or broader if your system requires it. You’ll note that in this example, 50 to 60 points generates a performance description of ‘‘satisfactory.’’ In some companies, this would be entitled ‘‘average performance.’’ Satisfactory is the better word. Most people resent being called average— they consider it demeaning. The words satisfactory and needs improvement are more useful than average and below average.

There are millions of average people in this world, but it is probably rare to find a satisfactory employee who thought he or she was just average.

Let’s make another point about performance appraisals. Some managers have a rating in their mind, and they work backward to get it. You’re ‘‘horsing the system’’ if you do that. It’s usually done because the manager doesn’t want to tell an employee that he needs improvement. But when you delay a tough decision, you’re setting yourself up for much greater problems down the road.

Many appraisal systems have done away with terms such as initiative, works well with others, team player, and so forth, only to base the review and the final rating on how well the individual has met the goals set for him or her. The more objective the system is, the fairer employees feel it is.

Taken from : THE FIRST-TIME MANAGER

As a manager, you have a responsibility to follow some basic guidelines when writing and conducting performance appraisals. Here are the seven tenets of performance appraisal:

1. Set goals and objectives so employees know what is expected of them.
2. Provide training and coaching to help employees succeed.
3. Provide ongoing feedback on performance.
4. Prepare the paperwork for the review.
5. Conduct the review in a timely manner.
6. Understand and communicate the review’s importance.
7. Be thorough and base the review on the employee’s performance, not your own attitude.

Taken from : THE FIRST-TIME MANAGER

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In organizations with fifty or more regular employees (this may vary by state and the nature of your business), it is a legal requirement to keep accurate and up-to-date records on every employee’s performance, no matter what level he or she is. It is also a legal requirement that a formal interview take place at least once a year. The performance appraisal form is considered to be a legal document. Often in employment cases that go to court, the first thing the judge or referee will ask for is the history of
performance appraisal. Performance appraisals are your organization’s greatest liability when they are not done, when they are done inaccurately, and when they are done with bias.

If an employee ever tells you ‘‘I don’t think so’’ during an appraisal meeting or after having reviewed his appraisal form or after receiving his rating, you have not done your job well. There should never be any surprises at performance appraisal time. If you have done your job of communicating constantly throughout the year and have continually told your employees how they are doing, you will never get that surprised response.

There are no specific rules for how often to review performance. Many managers have informal performance review meetings throughout the year just to ensure that there are no surprises. This is called performance coaching. Performance coaching is a regularly scheduled discussion between the manager and the employee to review the level of performance being met. Performance coaching is informal, can be documented if the employee wants it to be, and no forms are used. This type of coaching allows you to modify goals or set new ones, and to add or eliminate tasks or assignments.

Some companies require their managers to have quarterly sessions to avoid any surprises managers may get from their employees. A synonym for performance appraisal is performance review. If you think about it, this means that the once-a-year session is just a review of what has already been communicated throughout the year.

Taken from : THE FIRST-TIME MANAGER

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