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Some companies are moving away from using a performance review. The issue with these reviews is if they become the only or major source of manager-worker discussion.
A good performance review has 3 major pieces:
It should identify employee’s good behaviors and results the employee carried out in the previous time period. In addition, it should lead to improved results and increases in employee’ performance.
When the review is completed, both parties should be clear on and agree to the direction both will take going forward and expected outcomes. Moreover, it should schedule subsequent followups – kind of mini reviews. Measuring performance and giving feedback shouldn’t only be a once per year big event.
It’s true that loyalty results when the manager and employee form a partnership approach. An ongoing performance review process builds a relationship and connection between the manager and team member. It makes it easier for an open and honest discussion when a difficult situation arises.
Surveys point out nearly half of HR professionals don’t believe an annual performance review assesses employees’ work correctly. But, it’s even more unfortunate that over half of employees also don’t regard reviews as accurate. Likewise, almost 54% of employees don’t believe an annual performance review motivates their performance.
Managers can’t make this a one time a year review of results. So, follow-up after the review is critical. Feedback by both parties should be continuous to make the annual performance appraisal most helpful.
Interested in a meeting with us this summer? We can discuss how Flexicrew Staffing can help your business with temporary worker recruitment, temp-to-permanent, or direct hires. We cover technical, industrial or clerical areas. Feel free to contact us.
Contact Flexicrew today for more tips or ideas on creating change in your work place, . We can help you to develop your work team and grow your business.
Hiring organizations have no legal obligation to develop, maintain or periodically revise job descriptions. By the same token, there are multiple advantages and legal upsides that make that practice useful.
They are especially useful if they are carefully written, maintained and used.
They describe the key elements, specifications and functions of every job for employers. Formal job descriptions are the basis for setting expectations for positions. They reflect the skills and experience job candidates must have. They are also useful as a basis for performance appraisals.
Likewise, they provide benefits to other teams or individuals who interface with a certain position to know what to expect from that function.
Then, let’s define some important parts. For instance:
In other words, job descriptions are key details of every job, for every firm. We described how good ones perform many central functions. We also outlined how to write clear, concise and accurate job descriptions that define defined roles.
Also, have new-hires sign employment contracts. They should state that they have received their job specs, reviewed them, and agree what’s assumed in their role. This can better protect and inform both employer and employee.
Want to find out how to access Flexicrew’s broad network of skilled workers and professionals? Contact us today!
Or ask us to review your firm’s job descriptions.
A JSA – Job Safety Analysis – is the most common type of general safety preparation employers can take against health and safety hazards on the job. It is usually a simple form that structures a quick hazard analysis that field supervision can use every day.
A JSA should be done before you start a task, after an accident or near miss, and if a new condition or hazard presents on the job.
Good detective work! You may have just saved a life.