Have you ever started a job and realized that it was not what you thought it would be? Or have you ever hired someone who seemed like a perfect fit in the interview and then was a total dud when they were on the job? Most of us have. But in a novel approach, some companies have taken charge and started to pay their employees to quit. Continue reading
I never discuss politics. Never. I don’t have the stomach for it, to be honest, and I avoid the subject like the plague. That said, I did manage to watch part of the Presidential Debate on Tuesday night. There are ample pundits who surely have more insightful (i.e., political) commentary than what I can offer. So I’ll gladly leave the politics to others and stick with what I know–employment law. Here’s one HR-related lesson that I took away from the debate. Continue reading
There has been a common element in each of the most difficult cases I’ve litigated–poor client management. What this means in a broad sense is a lawyer who fails to properly manage his client’s expectations. This occurs for any number of reasons. For example, the lawyer may not have a good grasp of the case or of the applicable law and, for that reason, may have a severely inflated sense of the value of his client’s claims. Continue reading
Just how useful are traditional performance evaluations? According to a recent study by SHRM and Globoforce, not very. 45% of the HR professionals surveyed reported that performance reviews are not an accurate appraisal of employees’ performance. And 42% don’t believe that employees are given rewards commensurate with their performance.
Is anyone really surprised by these statistics? I mean, when was the last time you heard a group of HR professionals, managers, or even employees, cheer enthusiastically about the value of the performance review? Continue reading
Ahh, feedback. It’s a tricky pill to swallow, isn’t it? When performance-review time comes around and you’re making a list of all of the areas in which you want your employees to improve, maybe you should ask yourself a few questions first. Have you really done everything that you can to address problems as they arise? Or have you waited until formal reviews to bring up those little problems that have become bigger problems? Continue reading
“Get Rid of the Performance Review!” That was the title of an article in Monday’s WSJ. I’m certain many employees read the headline and thought, “If only it were that easy.” In the article, author Samuel A. Culbert promotes nixing the tired annual performance review in favor of a “preview.” Continue reading
Performance reviews and evaluations are a sensitive topic for employers and employees, alike. Diligent, thoughtful managers, want to craft the most accurate and effective employee evaluations without triggering hostility or damaging relationships. How to word a performance evaluation is a major source of mystery for most everyone. It’s difficult to give “sample” language for use on an employee evaluation. The better approach is to start with the actual evaluation system that is in place. Does it meet the needs of your organization? More importantly, do reviewers actually understand how to use it? And do they all understand it in the same way? Continue reading