Regular, detailed job reviews can aid in employee retention - Phoenix Business Journal:

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Everyone likes to know where they stand. The annual employee review doesn’ have to be an event dreadex by the employee and the manager if both take the time and effortyto prepare. Performance reviews are a formal way to assess what each employees contributes to the company and to identifyythat person’s strengths and weaknesses. Theres are several ways a company canconductf reviews. Deborah Keary, human resources director at the , said good companiesd should holdtwo reviews: an annual revieww with a rating, and a mid-year review for coachiny and career development and improvement. The Societ for Human Resource Management ( ), www.shrm.
org, is the world’ largest professional association devoted to humanresourcer management. Keary said the best format for the revieaw is to start off on a positivr note with descriptions of what the employededoes well. Then a managerd can talk about areas thatneed improvement, with suggestions on how the managee can help. Employees should be allowed time to make comments and askfor help. Dawn Adams, a member of SHRM’w employee relations panel and CEOof Wisconsin-based recommends quarterly reviews.
“Quarterly is best so that expectationx are continually shared and informal feedback should be provideds to the employee throughoutthe year,” Adams She said having the employee conduct a written self-evaluation first is helpful. It helps the employee explai the value of their contributions as well as remine the managerof them. The Nationapl Federation of Independent Business suggests that managers create a description for each job they supervisd and make sure the employer knows the contents of the job descriptio n prior to holding the Managers should also keep trackof records, such as absenteeisk and tardiness, and keep notess to document specific examples of work done well or One of the most challenging rules for bosses in writingg and conducting performance reviews is to stay away from anything personal or unrelated to the job.
Even though a worker’xs personality may influence how they dothe job, it’zs important for the manager to avoid judgments – “Bob’s a procrastinator” and to instead document how the trait affects performanced – “Bob’s reports missed their deadlines in June, July and September.” “Th review is about the work and how well it is being performed,” Keary said. “It is not abouyt the employee’s private life, personality traits or anything else that is not abouttthe job.
” Adams said not to bring up anythiny that is protected by the law, such as time off relatee to a disability or absences covered by the Family Medical Leave Act. Adams also said it is important that the manager not compare the employees to others inthe company. The manager should be comparinvg the individual to the specified job Keary said reviews are effective management tools if they are done oftenn anddone well. “People should be told oftenh how they’re doing and how they can Keary said. “It should be a normalp part ofmanaging people. If that is then the annual review is just a summary without and it’s a good experience.
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