Everything you need to conduct legally safe employee evaluations. The Performance Appraisal Handbook is a must-read for every manager, whether you’re writing a performance review for the first time or the hundredth. It's packed with the information and tools you need to make your company’s appraisal process work better for everyone. Find out how to: motivate your staff to perform better help employees develop and grow identify poor performers and help them get on track avoid common legal traps and problems increase employee morale foster good communication lay the groundwork to safely fire poor performers who fail to improve Written by a best-selling employment-law attorney and reviewed by an expert advisory board, this hands-on guide provides you with a unique combination of practical and legal information -- in easy-to-read, jargon-free English. You'll also find checklists, sample forms, sample policies and step-by-step instructions for getting the job done. List of Forms Checklist: Avoiding Legal Trouble Checklist: Identifying Job Requirements Checklist: Preparing an Employee for Goal Setting Checklist: Identifying Goals Checklist: Writing Performance Objectives Checklist: Documenting Performance Checklist: Information to Gather for a Performance Appraisal Checklist: Assessing Performance Checklist: Common Performance Appraisal Errors Checklist: Rules for Effective Discipline Form: Performance Log Form: Kudos to You Form: Tickler for You Form: Performance Evaluation

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Chapter Highlights Performance appraisal is a process, not a form. It structures your relationship with employees while providing legal protection for your company. A good appraisal system includes observation, documentation, and communication. A performance evaluation system+ can provide many benefits: It can improve employee performance and morale, identify poor performers and ways they can improve, and lay the groundwork for legally defensible discipline and termination. A manager's attitude is a key ingredient in whether a performance appraisal system will succeed. If the manager is enthusiastic about the chance to work with employees to improve their performance and their work experiences, the employees will share that enthusiasm. A good evaluation system includes support, motivation, communication, collaboration, fair treatment, documentation, formality, and accountability, and is consistent with the company's core values and purpose. Managers should use evaluation systems to improve future performance, not punish employees for poor past performance. Employees must participate in every aspect of the evaluation process. Bringing employees into the loop, giving them power and responsibility for directing and assessing their own performance, will increase their job satisfaction and engender their trust in the process. Managers must give ongoing feedback, not just at the year-end meeting. Managers must document employee performance as it occurs throughout the year. While communicating negative information is difficult, not communicating it can be much worse. It's a common misconception that performance appraisal entails simply filling out an evaluation form answering prefabricated questions and checking boxes. If this were the case, you wouldn't need an entire book to help you, and your evaluation wouldn't be worth the paper you wrote it on. When done correctly, performance appraisal is a process, not a document -- it is a way of structuring your relationship with your employees. A good appraisal system includes observation, documentation, and communication. It envisions a workplace in which supervisors know what is happening in their departments (who is doing what and how well) and document employee performance as it happens. Supervisors and their employees should have open lines of communication. Employees should know how they are doing so they can make adjustments when they veer off track. Supervisors should know what obstacles get in the way of their employees' performance so they can remove those obstacles as they arise. Performance evaluations provide valuable continuity in a world where employees can change departments and managers during the course of a year. Often, a manager doesn't have the benefit of having observed an employee for the entire appraisal period. If every manager documents employee performance on an ongoing basis, the new manager can more easily pick up where the old manager left off. Proper performance evaluations provide important legal protection for your company and you. Sooner or later, despite your best efforts, you are bound to have difficulties with an employee. When this happens, an effective, legally sound performance evaluation system can serve as your first line of defense. Not only will it help you identify and deal with most employee problems before they rage out of control, it will also lay the groundwork for discipline and, if necessary, legally defensible termination when the problems cannot be resolved.

 

Introduction Chapter 1: An Overview of Performance Appraisal Chapter 2: Legal Traps Chapter 3: Performance Objectives Chapter 4: Observation and Documentation Chapter 5: The Interim Meeting Chapter 6: The Year-End Performance Appraisal Chapter 7: Progressive Discipline Appendix A: State and Federal Laws Prohibiting Discrimination Appendix B: Tear-Out Checklists and Forms Index

"This book should be on the shelf of every supervisor."

 

Attorney Amy DelPo brings more than six years of criminal and civil litigation experience to her work at Nolo, having litigated cases in all levels of state and federal courts, including the California Supreme Court and the U.S. Supreme Court. Before coming to Nolo in January 2000, Ms. DelPo specialized in employment law, handling a wide variety of disputes between employers and employees, incluging sexual harassment, discrimination and wage-and-hour issues. Her real-world experience enriches her work at Nolo, where she writes and edits numerous employment law titles, including Dealing with Problem Employees (co-author), The Employer's Legal Handbook (editor) and Your Rights in the Workplace (editor). Ms. DelPo received her law degree with Honors from the University of North Carolina at Chapel Hill.

 

Performance Appraisal Handbook, The by Amy Delpo
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