Effective performancereview

10 Secrets
to an Effective
Performance Review:
Examples and tips on employee performance
evaluation, writing employee reviews, a sample
performance review and employee evaluation forms

Special Report from www.BusinessManagementDaily.com

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-----------------------------------------------------------Performance Review Examples and Tips

10 Secrets to an Effective Performance Review:
Examples and tips on employee performance evaluation, writing employee
reviews, a sample performance review and employee evaluation forms

F or managers, reviewing employee performance is a daunting yet critical
function of their job. Yet you need not look upon it with dread.

Instead, approach the performance appraisal process as a golden opportunity to
give your staff feedback, listen to employee comments, review the job description,
and discuss and correct performance problems.
10 Secrets to an Effective Performance Review: Examples and Tips shows you
how to conduct positive, valuable assessments that lead to maximizing staff
performance and helping your employees achieve their professional goals and
your organization’s objectives.

Performance review examples and tips #1

Use performance logs to simplify employee reviews

It happens to every manager: You sit down to prepare a staff member’s review and
realize you can remember only what the person has done the past few weeks. Or,
you allow only a single incident (good or bad) to color your assessment.

If you’re relying solely on your memory to evaluate employee performance,
you’re making appraisals far more difficult than necessary. That’s why it’s best to
institute a simple recording system to document employee performance.

The most useful, easy-to-implement way is to create and maintain a log for each
employee. Performance logs don’t need to be complicated or sophisticated. They
can simply be paper files in a folder or computer files. Choose whatever means
you’re comfortable with.

The key is to establish a system that you will use regularly. No matter how you
take notes, make sure to keep them confidential.

© 2012 Business Management Daily www.BusinessManagementDaily.com 2


Recording performance

For each employee you supervise, the file should include a copy of the person’s
job description, job application and résumé. Then follow these steps for recording
performance:

1. Include positive and negative behaviors. Recording only negative incidents
will unfairly bias your evaluation. Make a point to note instances of satisfactory or
outstanding performance, too. One way to ensure a balanced reporting is to update
employee performance logs on a regular basis, instead of waiting for a specific
incident to occur.

2. Date each entry. Details such as time, date and day of the week help identify
patterns that may indicate an underlying problem before it becomes more serious.

3. Write observations, not assumptions. In all log entries, be careful about the
language you use. Performance logs can end up as evidence in a lawsuit. Your log
comments should focus only on behavior that you directly observe. Don’t make
assumptions about the reasons for the behavior or make judgments about an
employee’s character. Keep out any comments that border on personal comment
or that show personal prejudice.

Many employee lawsuits can be quickly dismissed if performance logs can clearly
demonstrate a history of performance problems leading to a firing.

4. Keep out biased language. A good rule of thumb: Any statement that would be
inappropriate in conversation is also inappropriate in an employee log. That
includes references to an employee’s age, sex, race, disability, marital status,
religion or sexual orientation. Don’t suggest reasons for employee actions or make
connections between events without direct evidence.

For example, you may know that Dan’s wife recently filed for divorce, but don’t
suggest in the log that his personal problems are the reason his work performance
has slipped.

5. Be brief, but complete. Log entries should use specific examples rather than
general comments. Instead of saying, “Megan’s work was excellent,” say, “Megan
has reduced the number of data entry errors to fewer than one per 450 records.”



6. Track trends. If you begin to see patterns, make notes in the log or flag prior
incidents of the same behavior. Bring your observations to the employee’s
attention only after you’ve defined a specific problem.

Performance logs: What to include and leave out

Include:
 Project assignments and deadlines met or not met
 Your assessment of the quality of an employee’s work
 Instances of tardiness, work absences or extended breaks
 Disciplinary discussions and actions taken
 Employee responses to problems and questions
 Positive contributions to the work effort
 Details of significant personal interactions with the employee

Don’t include:
 Rumors or speculation about the employee’s personal life
 Theories about why the employee behaves a certain way
 Information about the employee’s family, ethnic background, beliefs or
medical history
 Your opinions about the employee’s career prospects
 Unsubstantiated complaints against the employee


How to conduct positive, valuable assessments

Sitting down with an employee to conduct the appraisal review is the part of
performance reviews most managers dread. But the session doesn’t have to be
tense or uncomfortable. It can be a productive, enlightening and morale-boosting
exchange. The key is to go into the review meeting fully prepared and with the
right attitude.

Approach the evaluation as a mutual learning experience for you and the
employee. You can gain valuable insights from your staffers, and you have
information and experience that can help bring out their best.

Don’t consider the review a critique of the staff member’s duties. Instead, look at
it as a routine checkup. Go in ready to talk, listen and recharge your relationship.



Setting the right atmosphere

Performance-related meetings and performance reviews are emotionally charged
events. You can help reduce the tensions by choosing the right time, place and
surroundings:

The right place. Like any strategic planning meeting, hold your review in a
private, neutral environment. A small conference room is ideal. If you can’t find a
neutral room, use another manager’s office, preferably one with a casual seating
area.

The best time. Avoid meeting during busy or stressful times for the employee.
Ask the staffer if the time you’ve chosen is convenient, and be ready to change if
he or she seems hesitant. Don’t squeeze in a review between two other meetings or
before lunch. Try not to hold reviews on a Friday afternoon, especially if you plan
to discuss serious performance problems.

Duration. Dedicate two uninterrupted hours to the discussion. You may not need
the full period, but it’s better to schedule too much time than too little.

Atmosphere. Create an environment that supports discussion, cooperation and
negotiation. Sit beside your staffer, not across the table. Place your paperwork
near at hand, but not directly in front of you. You don’t want anything to distract
you. If you must use your office for the review, come out from behind your desk.

Interruptions. Eliminate as many interruptions as possible. Hold calls or forward
them to voice mail. Put a “Do not disturb” sign on the door.

Focus your words on results

Help the employee feel at ease from the outset. But don’t get caught up in small
talk. False intimacy may increase the employee’s discomfort and destroy the
meeting’s businesslike tone. By the same token, don’t make light of the review
process or give the impression that you are just “going through the motions.”
Emphasize that this meeting is important and you want it to be productive.

Also at the beginning, provide an overview of the points you want to discuss with
the employee. Make it clear that you don’t expect to do all the talking.

Start by discussing any problems you’ve observed with the employee’s
performance. Address each problem individually, cite specific examples and let
the employee respond. Don’t bring up a new problem until you’ve thoroughly
discussed the current one. Use the following framework to discuss each problem:



 Describe the performance problem. Focus on the employee’s results and
behavior in specific, nonjudgmental terms.
 Reinforce performance standards. Your staffer already should know the
standards you expect, so don’t spend a lot of time discussing them. Review
them quickly, then move on. If the employee challenges the validity of a
standard, calmly state your reasons for requiring it, and gently steer the
conversation back to the reasons the person didn’t comply. If necessary,
refer to the employee’s job description to confirm the responsibilities
associated with the position.
 Develop a plan for improvement. Your review preparation should have
included a plan for helping the employee improve performance. During the
meeting, the employee may suggest additional solutions. Agree on a
method for improving performance in the short run, and establish some
options in case the first method proves ineffective.
 Offer your help. Show your commitment by helping your staffer obtain
training, resources or other assistance to reach performance goals.
 Alternate negative and positive comments. If you have a list of
performance problems to address, be sure to insert some positive comments
along the way.
 Emphasize potential. Remind employees that they can apply their
strengths to their weaknesses. For example, an employee whose reports are
riddled with statistical errors may have successfully designed a complex
computer model. The employee clearly is capable of producing accurate
work, so point that out.


Turning a negative into a positive: 4 examples

During performance reviews, use clear, nonjudgmental language that focuses on
results and behavior. Notice the positive and negative aspects of these statements:

 “Your work has been sloppy lately.” (Negative: too vague)
 “Your last three reports contained an unacceptable number of statistical
errors.” (Positive: cites specifics)

-------------------------------------------------------------------------------------------

 “Don’t you bother to proofread anymore?” (Negative: accusatory tone)
 “Is there a reason these errors are still occurring?” (Positive: gives
employee a chance to explain)



 “You’re obviously not a mathematician.” (Negative: focuses on the person,
not on performance)
 “I know you’re capable of producing more accurate work.” (Positive:
reaffirms confidence in employee’s abilities)

-----------------------------------------------------------------------------------------------

 “Don’t let it happen again.” (Negative: blanket demands)
 “How can we prevent errors from creeping into reports?” (Positive: asks for
feedback on improving performance)


How to measure an employee’s ‘intangible’ traits

As part of the performance review process, supervisors are typically called upon to
evaluate employees on the basis of intangible factors, such as cooperativeness,
dependability and judgment. The higher up the organizational chart, the more
important those traits become. Yet most supervisors find intangibles the most
difficult factors to evaluate, probably because they seem so personal.

Rather than assessing concrete behavior, you may feel as though you are
evaluating someone’s personality or human merit. While intangible factors may
seem personal, they’re important to maintaining effective working relationships
and getting the job done.

Match traits to the job

One key to assessing an employee’s intangibles is to ask yourself which traits are
vital for each job. Cooperativeness may be critical for a staffer working on a team,
but not for a security guard working the night shift. Initiative would be key for a
product development manager, but less so for a payroll clerk.

Before performing an employee’s review, critically review the intangible factors
included in the person’s performance standards. You should be able to
comfortably answer the question: “Why is this employee rated on this measure?”
Remember, every performance measure should be rooted in a concrete operational
goal of the organization.



Employee evaluation form measuring intangible traits
As part of the performance-review process, supervisors can use the following
questions to help quantify the intangible qualities of their employees.

PLANNING
1. Does the employee set verifiable short- and long-term goals?
2. Are the employee’s goals in tune with company needs?
3. Does the employee’s planning show sound assumptions reflecting the
company’s goals and resources?
4. Does the employee typically achieve the expected results?

ORGANIZATION
5. Is the employee aware of what is going on in his or her department,
including who is doing what?
6. Does the employee know what the department can do in an emergency?
7. Does the employee do a good job of delegating work according to
subordinates’ abilities?

INTELLIGENCE
8. Does the employee see relationships between facts and draw appropriate
conclusions quickly?
9. Does the employee learn from experience?

JUDGMENT
10. When confronted with an emergency, does the employee quickly
recognize the most important priorities?
11. Does the employee appreciate the financial implications of his or her
decisions?
12. Does he or she make decisions quickly, but not hastily?

INITIATIVE
13. Does the employee anticipate what has to be done?
14. Does the employee perform well in the absence of superiors?
15. Has the employee made original suggestions to improve operations?

LEADERSHIP
16. Does the employee explain rather than command?
17. Do people listen closely when he or she speaks?
18. Does the employee spell out the benefits of doing things his or her way?
19. Does he or she deal smoothly with unexpected developments?



Match traits to behavior

You can’t help being subjective when evaluating intangible factors. But you can
avoid bias by focusing on concrete examples of instances in which the employee
displayed positive or negative behavior regarding a particular trait.

Keep good documentation during the year, preferably by keeping an ongoing,
simple performance log for each employee. It should track specific examples of
the person’s positive and negative performance and behavior. Include notes on
intangibles as you go.

When it’s time to discuss intangibles during feedback or formal review, do your
best to tie those traits to tangible examples of workplace wins and losses.

For example, you might say, “I was pleased by your efforts to solve that
customer’s problem last week. You defined the problem, considered possible
causes, brought together a team and solved the issue quickly. Your actions
demonstrated initiative and sound judgment; you didn’t try to do it all yourself.
You took responsibility for solving the problem, but you knew when to ask for
help.”


Avoid phrases that can sabotage job-review meetings

When you talk with employees about their performance reviews, beware of using
common phrases that can unintentionally communicate the wrong message, or come
across as too negative or personal.

Certain phrases can kill employee morale, weaken productivity or open up the
organization to a discrimination lawsuit.

Your goal is to deliver reviews that help shape employees’ performance without
becoming sidetracked by anger, emotion or fear of conflict. To do so, avoid the
following phrases:

“You’re wrong.” If an employee tries to explain why his or her job rating should
have been higher, don’t slap back with a Trump-like, “You’re wrong.” That will
only trigger anger and more confrontation. Instead, turn back to your documented
facts of the employee’s performance and say, “I know you disagree, but I believe
this evaluation accurately reflects your performance.”



“What was your problem?” Don’t use the question as a way to ask why an
employee had difficulty completing a project or task. Employees will bristle at
such a statement. Instead, say, “What were the conditions from your perspective
that made it difficult for you to complete the task?”

“You really did a great job but ...” Whatever comes after the “but” negates the
preceding compliment. Make a point of using the word “and” instead. Don’t
directly connect praise with constructive criticism. Instead, say, “And, you can do
even better by making these improvements.” Then cite them specifically.

“I understand.” This phrase can excuse unacceptable performance or behavior by
conveying empathy. Avoid it when possible.

“Your position here is solid so long as you keep up the good work.” You may
intend such statements to encourage good performance, but they’re legally
dangerous because they imply an employment contract that a court could find
binding. That limits the organization’s ability ever to fire the person.


4 steps to help employees reach their peak performance

It sounds so easy: Expect high performance and you won’t be disappointed.
Expect so-so performance and that’s what you’ll get. But reality is more difficult.

Define what you mean by high performance. To help your employees maximize
their productivity, use these four practices to define what you mean by high
performance and lay out how you expect your people to attain it:

1. Involve them in setting goals. Never assume you’ve got buy-in. Rather than
blindly dropping project goals, individual goals or the organization’s goals onto
workers, approach them with the thought, “What do you think you can achieve?”
Then negotiate your expectations.

2. Keep the goals realistic. Any goal—whether it’s at work, at home or on the
athletic field—needs to be difficult, desirable and doable. Setting goals too high
will only deflate the worker; setting them too low will erase the challenge of work,
which will turn off the person in its own way.

3. Hit their buttons to make work “flow.” People have their own motivations;
find out what they are to help them achieve positive “flow.” Examples: the will to



win; enjoyment of teamwork or a higher mission, such as helping clients succeed.
Express the overarching vision, and then let your people figure out how to make it
happen.

4. Avoid micromanaging. You may want to lay out every detail of how
employees should achieve those goals, but resist the temptation. If you spend most
of your managing time telling employees how to do their work, rather than trusting
them to reach the clear goals you’ve set, you’re treading into micromanagement
waters.


5 warning signs of performance review problems

Job reviews shouldn’t be paper-moving programs that return zero value. Here are
five symptoms that warn of trouble in a supervisor’s appraisal process, according
to Joan Rennekamp, HR pro at the Denver law firm of Rothgerber, Johnson &
Lyons:

1. Employees are unpleasantly surprised by the ratings. Performance
appraisals shouldn’t contain surprises. They should be a summary of comments
employees have already heard throughout the evaluation period. Unpleasant
surprises indicate that supervisors are not being candid or communicative with
employees.

2. Ratings by one supervisor or department are uniformly excellent. Although
it’s inappropriate to apply a “bell curve” to employees’ performance, it is also
inappropriate to rate everyone at the same level.

3. Great employees don’t receive great ratings. Look around at the employees
who are the strongest. They should be receiving the best ratings. If not, your
appraisal instruments aren’t rewarding what they should.

4. Employees who are dismissed have recently received excellent appraisals.
One purpose of performance reviews is to provide documentation for the
organization in case a dismissal is necessary. When the performance appraisal
doesn’t support a later decision, it can make it more difficult for the employer to
defend its actions.

5. Productivity generally goes down during appraisal time. The purpose of
performance reviews is to increase productivity. Any process that’s not



contributing to that goal should not be continued. If your system is not doing so,
don’t hesitate to rate it as “unsatisfactory” and design a new one.


Writing employee reviews: Steer clear of two common errors

Say you manage a 55-year-old employee whose productivity drops over the year.
Instead of citing specific, measurable examples of this decline in his performance
review, you note, “Kevin doesn’t seem to have the energy level anymore to truly
succeed in this department.” Still, you rate Kevin’s work as “average,” the same as
last year.

That example highlights two of the more common—and legally dangerous—
pitfalls in writing performance reviews:

1. Evaluation of attitude, not performance. Vague statements that attack an
employee’s demeanor could be interpreted as some kind of illegal age, race,
gender or disability discrimination. Instead, supervisors should use concrete, job-
based examples to illustrate any criticism.

In the example above, referring to Kevin’s “energy level” could give him reason to
complain about age discrimination. Instead, the review should have cited
examples, such as “Kevin has completed three of the five major projects late this
quarter and has not contributed one new product idea in six months.”

For this reason, the word “attitude” should never appear in a review. Employment
lawyers and courts often see that as a code word for discrimination.

2. Evaluation inflation. Supervisors too often rate mediocre employees as
competent; competent employees as above average; and above-average employees
as superior. The problem comes when an employee is fired for poor performance
yet his history of reviews tells a different story. The employee then has a supposed
proof that the real reason for the firing was something else, maybe something
illegal.

Here are the main causes of evaluation inflation. Do any sound familiar to you?

 Misinterpreting a rating scale or instructions. Example: Using a review
with a 0-4 rating scale, a supervisor gives an employee a “2” in attendance
and fires her. She sues, arguing that a “2” is average and acceptable, and



wins. The supervisor wrongly believed that anything less than a “4” rating
was unacceptable.
 Fear of confronting employees. Example: A worker has acceptable work
quality but hurts morale because of poor teamwork and pushiness. To avoid
an angry confrontation, the boss rates the employee as average in soft skills.
 Giving positive areas too much weight over negative ones. Example:
You rate a factory worker on quality, quantity, dependability, teamwork
and safety. Quality is poor, but you rate it average because of the “glow”
from the other categories, all rated above average.

Final tip: To determine if you inflate reviews, ask yourself the following
questions: Who are my worst performers? Knowing what I know about them,
would I hire them again? Do their reviews reflect their true performance?

Case study: Liability time bombs in job reviews

Reviews should cite specific, well-documented examples of behaviors (pro and
con). They shouldn’t use vague terms, such as “bad attitude” or “lazy.” Here are
excerpts from actual federal government employee reviews that use funny, but
legally explosive, language:

 “She has delusions of adequacy.”
 “I wouldn’t allow this employee to breed.”
 “He would argue with a signpost.”
 “When his IQ reaches 50, he should sell.”
 “He brings a lot of joy when he leaves the room.”
 “If he were any more stupid, he’d have to be watered.”


Incorporating an employee self-review

by Paul Falcone, author of 2600 Phrases for Effective Performance Reviews.

Drafting performance reviews is always a daunting task for supervisors, for many
legitimate reasons: Judging others’ work often appears exceptionally perception-
driven (vs. fact-driven), and providing honest feedback is potentially
confrontational. Plus, if you overinflate grades, you create a record that may not
withstand legal scrutiny if you later want to terminate or discipline the employee.



In reality, it doesn’t need to be that way. One simple way to reinvent performance
appraisals is to shift the responsibility for initial evaluations back to your
employees.

If you ask workers to grade themselves, you’ll find (more than likely) that they’re
harder on themselves than you’d ever be! And this, more than any other exercise
throughout the year, may place you and your supervisors in the roles of career
mentors and coaches rather than unilateral decision-makers and disciplinarians.

Logistics: It’s not simply about asking employees to complete a blank appraisal
form. Instead, give them a separate self-evaluation form that allows them to recap
their achievements, identify their shortcomings and initiate discussions regarding
their future development. A basic self-evaluation form asks three core questions:

1. “How do you feel you have performed throughout the review period?” You
could likewise ask, “Why is our company a better place for your having worked
here?” or “What have you specifically accomplished in terms of increasing
revenue, decreasing expenses or saving time?”

2. “Which performance areas do you wish to develop?” Or, “What can I, as
your supervisor, do to help you in terms of providing you with increased structure,
direction and feedback, to help you build your skills and strengthen your overall
performance?”

3. “What are your goals for the upcoming review period, and what are the
measurable outcomes so that you’ll know that you’ve reached those goals?”

If you’re hesitant about rolling this out because you’re afraid employees will rank
themselves higher than supervisors would, remember that the employee self-
review form merely opens up an avenue for discussion.

If you have an employee who feels he’s a stellar performer while you feel he’s a
laggard, this exercise will allow you to discuss the differences in your perception:

Say, “Sam, I see you graded yourself as a five out of five in the area of
communication. Share with me why you feel the grade you’ve given yourself is
warranted. Then tell me how you feel I might grade you in that area and why.”

With such a simple tool in hand, you save time, allow your employees to motivate
themselves and erode absolutely none of your power or control as a supervisor.



And you may just find that everyone involved is empowered and invited to assume
responsibility for his or her own career progression.

Paul Falcone is an HR executive and the author of several best-selling books, including: 101 Sample
Write-Ups for Documenting Employee Performance Problems (2010) and 101 Tough Conversations to
Have With Employees (2009) and 2600 Phrases for Effective Performance (2005). His informative
presentation on hiring is available at http://www.BusinessManagementDaily.com.


Sample performance review

Several employee performance software programs on the market today can make
reviews less taxing and ensure that your written appraisals are consistent,
comprehensive and appropriate.

Performance Now! by KnowledgePoint is one example of how employee performance
software can help you enhance your performance review procedures. Menu-driven and
flexible, Performance Now! makes it easier to do employee performance rating on a
variety of measures, document employee behavior, substantiate your ratings and create
written appraisals that are meaningful and legally sound. The following employee review
sample was created using Performance Now!

-------------------------------------------------------------------------------------------------
National Publishing Company
Performance Review

Employee Name: David R. Jones
Job Title: Production Assistant
Department: Production
Date of Review: 5/1/10
Date of Hire: 3/31/09
Reviewer Name: Jane Smith
Reviewer Title: Production Manager

PERFORMANCE ELEMENTS

Quantity Needs improvement

Dave regularly produces a normal amount of work, and he demonstrates a commitment to
increasing productivity. However, it sometimes takes him longer than satisfactory to complete
work and he too often misses deadlines. Dave works more slowly than the position requires and
he does not always achieve his established goals.



Quality Meets job requirements

Dave displays a strong dedication and commitment to excellence. He works hard to improve
quality in his own work and promotes quality awareness throughout the organization. The work he
produces meets standards for accuracy and completeness. Dave applies the feedback he
receives to improve his performance and he monitors his work to meet quality standards.

Job Knowledge Exceeds job requirements

Dave demonstrates significant expertise at his job because of his in-depth knowledge and skills.
He is an exceptionally fast learner and able to quickly put new skills to use. He reads and
researches extensively, staying on top of current developments that might impact his field. Dave
displays a better than usual understanding of the interrelationship between his job and the jobs of
others. He effectively uses the resources and tools available to him. However, he needs slightly
more supervision than he should to fulfill the responsibilities of his job.

Problem Solving Meets job requirements

Dave identifies most problem situations within appropriate time frames. His information gathering
and analysis meet the requirements of his position. Most of the time, he develops several
alternative solutions to problems. He usually resolves or minimizes most problems before they
grow into larger issues and he participates well in group problem-solving situations.

Communications Outstanding

Dave displays superior verbal skills, communicating clearly, concisely and in meaningful ways.
He demonstrates outstanding written communications skills. He listens carefully, asks perceptive
questions and quickly comprehends new or highly complex matters. Dave is extremely thorough
and proactive about keeping others well-informed.

Planning & Organization Needs improvement

Dave plans ahead for additional resources. He sets measurable, realistic goals and objectives for
himself. He works in an organized manner. However, Dave would be more effective if he
prioritized and planned his work better. He could make more efficient use of his time through
better planning and organization. Also, Dave often has difficulty integrating changes into existing
plans.

Cooperation Exceeds job requirements

Dave is consistently tactful and considerate in his relations with others. He displays an upbeat,
positive outlook and pleasant manner under even the most trying circumstances. He is always the
first to offer his assistance to his co-workers and he plays a highly proactive, participative role
when working in group situations. Dave is particularly successful at establishing and maintaining
good relationships. He takes an active role in resolving conflicts before they get out of hand.

Dependability Meets job requirements

Dave responds promptly and reliably to requests for service and assistance. His dedication to the
job often exceeds normal expectations. He is usually punctual and he makes an effort to
schedule time off in advance. Dave has little difficulty following instructions and responding to
management directions. In most situations, he assumes responsibility for his own actions and
outcomes. He generally keeps his commitments without delay or follow-up.



SUMMARY

Dave has been in this position since (insert date here), slightly more than (1) year(s). During that
time, he has assumed most of the essential duties of the position and only needs support on
some of the more complicated aspects. His focus on quality at times interferes with his ability to
meet deadlines. With increased attention to timeliness, I expect that Dave will further improve by
the next review.

PLANS FOR IMPROVEMENT

Be wary of taking on responsibilities that aren’t yours. Learn to better estimate how long tasks will
take. Ask for help if competing demands become overwhelming. Prioritize demands and take
them one at a time. Improve planning and organizing skills. Resist handling too many tasks
simultaneously. Track precisely how you spend your time.

Employee Acknowledgment

I have reviewed this document and discussed the contents with my manager. My signature
means I have been advised of my performance status and does not necessarily imply that I agree
with the evaluation.

_________________________________ ___________________________
Employee Signature Date

_________________________________ ____________________________
Reviewer Signature Date

---------------------------------------------------------------------------------------------------



Carrot or stick? Motivating managers to finish reviews
Armed with these tips and a sample performance review, it should be a snap to get all
your performance reviews completed, right? We hope so, but if not, here are some final
suggestions from readers to inspire supervisors to complete reviews on time. Choose the
right mix of carrots and/or sticks to fit your organization’s culture.

The reward method. “We offered rewards (baseball tickets and an afternoon off) to the
manager who completed his or her reviews first.” —Jennifer, California

Tie to manager’s bonus. “I worked for a company where supervisors who did not
submit their reviews by the announced deadline saw their bonuses decreased. Plus, it
would go on their performance reviews.” —T.O., Texas

Withhold manager’s raise. “If annual merit raises are handed out with appraisals, hold
pay increases for managers who are late with their appraisals—and don’t give retroactive
pay. Merit increases for the manager kicks in only after you have all the reviews.” —
Sheila, Arizona

Keep manager’s boss in the loop. “When requesting performance reviews from
managers, ‘cc’ their boss (general manager, VP, president, CEO, etc.). That usually gets
their attention.” —Elly, Pennsylvania

Document & discipline. “If reviews are not completed on time, managers should know
you will document it, just as they would for one of their employees who failed to do
something in a timely manner.” —Jinnie, Minnesota

Urge employees to speak up. “We encourage employees to schedule time with their
managers during review time to help managers keep on track and to keep from saving the
hardest reviews for the end.” —Sherry, California

Hold their hands. “Many times, managers just need some basic phrases to get started.
You can help them get over the hump by providing some specific sample phrases for
each review category—and by forwarding them this free report. HR can also provide
training or role-playing for managers on how to conduct the review meeting.” —Ruth,
California


Did you find this report useful? Download more Free Reports, at
http://www.businessmanagementdaily.com/free-reports.

10 Secrets to an Effective Performance Review: Examples and tips on
employee performance evaluation, writing employee reviews, a sample
performance review and employee evaluation forms.

Learn how to conduct positive, valuable assessments that lead to maximizing staff performance and helping your
employees achieve their professional goals and your organization’s objectives. Use Business Management Daily's
practical advice for writing employee reviews and conducting performance evaluations. Don’t forget to reference our
sample performance review and employee evaluation forms for your own staff assessments.

http://www.businessmanagementdaily.com/EffectivePerformanceReview

Workplace Conflict Resolution: 10 ways to manage employee conflict and
improve office communication, the workplace environment and team productivity
Learn how to manage employee conflict and improve office communication and team productivity. Disputes between
employees are inevitable…left unresolved, they can disrupt your department's productivity, sap morale and even cause
some good employees to quit. Learn 6 steps for managing “difficult” employees, what to do when employees resent
another’s promotion, learn when and how to step in to referee disputes, and much more.

www.businessmanagementdaily.com/WorkplaceConflictResolution

Maternity Leave Laws: 7 guidelines on pregnancy discrimination law, state
maternity regulations, pregnancy disability leave, plus a sample maternity leave
policy
It’s important to know what you must do—and what you can’t do (or say)—under federal anti-discrimination and
maternity leave laws. And it’s vital to double-check state maternity leave statutes, which may provide more liberal
leave benefits. While no federal law requires you to provide paid maternity leave, most employers must comply with the
pregnancy discrimination law and FMLA maternity leave regulations. Here are 7 guidelines on how best to comply
with maternity leave laws, plus a sample leave policy you can adapt for your own organization.

www.businessmanagementdaily.com/MaternityLeaveLaws

The Office Organizer: 10 tips on file organizing, clutter control, document
management, business shredding policy, record retention guidelines and how to
organize office emails
Learn how to keep your office operations running smoothly—and ward off chaos and legal trouble—with practical
document management techniques for administrative professionals, office managers and HR professionals.

www.businessmanagementdaily.com/OfficeOrganizer

Best-Practices Leadership: Team management tips and fun team-building
activities to boost team performance, collaboration and morale
Learn new team management tips and team-building activities to boost team performance, collaboration and morale.
Take our leadership assessment exercise to gauge your own performance as a team manager. See how businesses of all
sizes are getting creative with team-building icebreakers and activities. Fight off team complacency with 5 strategies
for making team-building exercises part of your daily routine.

www.businessmanagementdaily.com/LeadershipTeamManagement

Employment Background Check Guidelines: Complying with the Fair Credit
Reporting Act, conducting credit background checks and running a criminal check
to avoid negligent-hiring lawsuits
Employment Background Check Guidelines shows employers and HR professionals how to properly conduct
reference/background checks, select third-party background firms and why screening candidates online on social
networking sites is legally risky business. Don’t allow your organization to risk being held liable for “negligent hiring”
or “failure to warn” should an employee turn violent on the job.

www.businessmanagementdaily.com/BackgroundCheckGuidelines

Salary Negotiating 101: 7 secrets to boosting career earnings, negotiating a
raise and striking the best deal in a job offer negotiation
Think you deserve a raise, but are afraid to walk into your boss's office and ask? Don't let ineffective negotiation skills
hold you back. Employees at all levels can boost their career earnings by following the rules on negotiating a raise,
hashing out the best pay package in a job offer negotiation and knowing their market value.

www.businessmanagementdaily.com/SalaryNegotiating101

© 2012 Capitol Information Group www.BusinessManagementDaily.com

FMLA Intermittent Leave: 5 guidelines to managing intermittent leave and
curbing leave abuse under the new FMLA regulations
One of the biggest employer complaints about the Family and Medical Leave Act (FMLA) is the productivity problems
caused by employees’ use—and abuse—of FMLA intermittent leave. The problem: Employees with chronic health
problems often take FMLA leave in short increments of an hour or less. The Department of Labor took steps to help
minimize workplace disruptions due to unscheduled FMLA absences by saying that, in most cases, employees who take
FMLA intermittent leave must follow their employers’ call-in procedures for reporting an absence. Amend your
organization’s policies, update your employee handbook and revisit how you track FMLA intermittent leave with these
5 guidelines.

www.businessmanagementdaily.com/FMLAIntermittentLeave

Overtime Labor Law: 6 compliance tips to avoid overtime lawsuits, wage-and-
hour Labor audits and FLSA exemption mistakes

Employers, beware: The Department of Labor’s Wage and Hour Division reports that wage-and-hour labor litigation
continues to increase exponentially. Federal class actions brought under the Fair Labor Standards Act (FLSA)
outnumber all other types of private class actions in employment-related cases. Use this special report, Overtime Labor
Law: 6 compliance tips to avoid overtime lawsuits, wage-and-hour Labor audits and FLSA exemption mistakes, to
review your overtime pay policy and double-check your FLSA exempt employees’ status. Expecting a visit from a DOL
auditor? Get prepared by taking the self-audit at the end of this report.

www.businessmanagementdaily.com/OvertimeLaborLaw

Office Communication Toolkit: 10 tips for managers on active listening skills,
motivating employees, workplace productivity, employee retention strategies and
change management techniques
A manager's job is 100 times easier and more rewarding when his or her employees are performing like a well-oiled
machine. But when that machine runs slowly or breaks down entirely, a manager's job becomes exponentially harder.
The best managers are the best listeners … listen to our 10 tips and maximize office communication skills and bolster
workplace productivity.

www.businessmanagementdaily.com/OfficeCommunicationToolkit

Workplace Violence Prevention Toolkit: HR advice, guidelines and policies
to keep your workplace safe
Unfortunately, in the wake of a spate of workplace shootings, HR professionals and managers nationwide must
consider the horrific possibility of violence erupting at their own facilities and events. To help employers prevent
tragedy, this toolkit offers business advice, guidelines and policies aimed at keeping workplaces safe from employee
violence. Learn prevention strategies, tips on identifying potentially violent workers, managerial advice on maintaining
a safe workplace. It includes two sample anti-violence policies, adaptable for use in any company, plus checklists to
use in case violence erupts.

www.businessmanagementdaily.com/WorkplaceViolencePrevention


14 Tips on Business Etiquette: Setting a professional tone with co-workers,
clients and customers

For organizations and employees alike, recognizing the critical link between business protocol and profit is key to your
success. Learn how to confidently interact with colleagues in ways that make you and your whole organization shine.
Discover best practices on making proper introductions; cubicle etiquette; “casual dress” rules; handshake protocol;
guest etiquette; workplace behavior faux pas; business dining etiquette, office wedding invites and other co-worker
special occasions; business letter and email protocol—and even how your office decorations may affect your
professional image.

www.businessmanagementdaily.com/BusinessEtiquette101

12 Ways to Optimize Your Employee Benefits Program: Low-cost
employee incentives, recognition programs and employee rewards

If you’ve had to cut pay and staff and now expect more from those who remain, it’s vital to revamp your employee
recognition and rewards program. Employers can double their rewards and recognition efforts in innovative, cost-
efficient ways with employee-of-the-month awards, employee incentive pay, employee appreciation luncheons, more
time off, shopping sprees, wellness incentive contests, plus employee rewards customized to motivate Millennials, Gen
Xers, Baby Boomers and the Matures. Now is the time to get clever with your employee recognition programs. This
report shows you how with great ideas offered up from our Business Management Daily readers.

www.businessmanagementdaily.com/EmployeeBenefitsProgram

The Case in Point Yearbook: Real-Life Employment Law Advice … from Mindy
Chapman’s Case in Point blog
Mindy Chapman, Esq., has been providing sound employment law advice in her Case in Point blog since 2007. In her
trademark entertaining style, she dissects an important employment law court ruling and provides essential
employment law advice via three "Lessons Learned." Topics include: ADA guidelines, age discrimination cases, sexual
harassment laws, EEOC cases, FMLA requirements and more.

www.businessmanagementdaily.com/CIPYearbook

The Bully Boss Strikes Again! How to deal with bosses who make crazy
requests

And you thought your boss was unreasonable? Bet he never asked you to perform oral surgery or fill in for the bomb
squad. Talk about “other duties as assigned!” Even if your direct supervisor swamps you with petty tasks and doesn’t
appreciate all you do, you can always “manage up” to make sure the boss’s boss knows your worth. This report
includes practical advice on how to manage a toxic boss along with dozens of outrageous stories about bully bosses.

http://www.businessmanagementdaily.com/BullyBoss


Microsoft Email: Outlook Tips & Training: How to improve productivity by
effectively employing under-used features already at your fingertips

We all use Outlook. It’s easy. You can answer email, keep your appointments and your calendar, and save your files in
various folders. But are you using it to manage your entire workflow? You can. Melissa P. Esquibel combines her 25+
years of experience in information technology with a background in training, technical writing and business risk
analysis to move beyond email and help you understand Outlook’s amazing workflow benefits. You’ll discover how to
get more out of Outlook than you ever dreamed possible with this hands-on road map to Outlook that can send your
productivity skyrocketing.

http://www.businessmanagementdaily.com/MicrosoftEmailOutlook

17 Team Building Ideas: The team building kit for managers with team
building exercises, activities and games to build winning teams today!

With employees still reeling from workplace budget cuts, now’s a great time for new team building ideas. No, you don’t
need an expensive round of paintball to gain the benefits of team building exercises, but you do need to squeeze the
most out of them. This report provides teamwork examples, exercises and tips for leading winning teams. Go from
being a manager who oversees people to a leader who molds them into winning teams with these 17 team building
ideas.

www.businessmanagementdaily.com/TeamBuildingIdeas

10 Time Management Tips: A how-to guide on efficiently managing your time
through effective delegating, calendar management and using productivity tools
In this era of downsizing and the quest for efficiency, businesses of all sizes are asking employees to take on extra tasks
to boost productivity. Has your job turned into one of those “stretch jobs”? If so, you may be looking for a better way
to get more done in less time, reduce stress and stop burning the midnight oil. Read about calendar management,
keyboard shortcuts, running productive meetings, setting up agenda templates and using tech tools for project
management with these 10 time management tips. Learn to prioritize your tasks and stop working in a crisis mode all
the time

www.businessmanagementdaily.com/TimeManagementTips
.


About Business Management Daily
Business Management Daily is a free news website of the Capitol Information Group,
providing sound news and advice since 1937.

At Business Management Daily, we’re driven to help organizations and individuals
succeed. That’s why we deliver plain-English, actionable advice to high-performers at
over 80,000 companies of all sizes across hundreds of different industries.

Our Free Email Newsletters, Print Newsletters, Free Special Reports and Webinars,
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Our editorial team includes experienced managers, leaders, HR professionals, lawyers,
administrative professionals, CPAs, strategists and business owners from a wide variety
of industries.

A Promise to Our Readers

To help you advance your career or business, we will:

 Provide expert advice that is accurate, intelligent and timely
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preferred format
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