Regular, detailed job reviews can aid in employee retention - bizjournals:

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Everyone likes to know where they The annual employeereview doesn’t have to be an eventy dreaded by the employee and the managerd if both take the time and effort to prepare. Performancre reviews are a formal way to assess what each employeed contributes to the company and to identifuythat person’s strengths and There are several ways a company can conducy reviews. Deborah Keary, human resources director at the , said good companies should hold two an annual review with a anda mid-year review for coachin and career development and The Society for Human Resource Managemenft ( ), www.shrm.
org, is the world’s largest professional association devoted to human resource management. Kearhy said the best format for the reviewe is to start off on a positive note with descriptions of what the employeesdoes well. Then a manager can talk abourt areas thatneed improvement, with suggestions on how the managerd can help. Employees should be allowed timeto respond, make commentsz and ask for help. Dawn Adams, a membefr of SHRM’s employee relations panel and CEOof Wisconsin-baserd HResults, recommends quarterly “Quarterly is best so that expectations are continually shared and informa l feedback should be provided to the employee throughout the Adams said.
She said having the employee conductg awritten self-evaluation firsty is helpful. It helps the employee explain the values of their contributions as well as remin d the managerof them. The Nationalk Federation of Independent Business suggests that manager s create a description for each job they supervisd and make sure the employee know s the contents of the job descriptionj prior to holdingthe reviews. Managers shoul d also keep trackof records, such as absenteeism and and keep notes to document specific examplesx of work done well or poorly.
One of the most challenginf rules for bosses in writinbg and conducting performance reviews is to stay away from anything personaol or unrelated tothe job. Even thoughj a worker’s personality may influence how they dothe job, it’es important for the manager to avoid judgments – “Bob’s a procrastinator” – and to instead document how the trair affects performance – “Bob’s report missed their deadlines in June, July and “The review is about the work and how well it is beinhg performed,” Keary said. “It is not about the employee’s privatre life, personality traits or anything else that is not abou tthe job.
” Adams said not to brinh up anything that is protected by the law, such as time off related to a disabilityg or absences covered by the Family Medical Leavw Act. Adams also said it is important that the manager not comparew the employee to others inthe company. The manager should be comparing the individual to the specified job Keary said reviews are effective management tools if they are done ofte n anddone well.
“People should be told often how they’rew doing and how they can improve,” Keary “It should be a normal part of managing If thatis done, then the annual revieww is just a summary without surprises, and it’s a good