Order ID | 53563633773 |
Type | Essay |
Writer Level | Masters |
Style | APA |
Sources/References | 4 |
Perfect Number of Pages to Order | 5-10 Pages |
Ten Biggest Mistakes Bosses Make in Performance Reviews
Student Reply 3: Vicki
Copied below are the examples from article Ten Biggest Mistakes Bosses Make in Performance Reviews (Jackson, 2012). Of these ten examples, I will share three mistakes that I have experienced in a prior workplace.
Too vague.
Everything’s perfect – until it’s not and you’re fired.
Recency effect.
No preparation.
They never happen at all or “My people know my door is always open.”
No pats on the back.
No recognition for doing the work of 3 people.
Not being truthful with employees about their performance.
No follow-up.
No discussion around the report’s career ambitions.
Mistake 1: The performance review never happened (#5). I was hired into a small, family-run, business and during the job offer, it was explained that a review would take place at the 90-day mark. I reminded the HR contact and my direct supervisor of this meeting when the time came but received the runaround. I had made several process improvements and knew that I was on the right path, but the family believed that my intentions for a structured performance discussion were based on a proposed salary increase. On the contrary, I had compiled plenty of suggestions and questions in that timeframe and was interested in aligning my thoughts to the best interests of the company. This mistake could easily include the example ‘No discussion around the report’s career ambitions.’ (#10) but the understanding of a pending performance discussion more closely fits number 5 on the list.
Mistake 2: Not being truthful with employees about their performance (#8). At the same company, most of the employees worked out in the field and reported to one supervisor. The team met regularly, and feedback was shared often with the office staff on matters such as the status of the projects. Rarely was there a complaint or compliment about any of the field employees. Bonuses were delivered each Spring which should have accompanied the performance review but because the company reached their goal, the reviews were nothing but a short, impersonal discussion without any feedback related to their accomplishments or challenges. This mistake is a combination of ‘no preparation’ which ranked number 4 in the list.
Mistake 3: No follow-up (#9). Back to the same employer, whether a recent performance measure was positive or negative, there was no follow up discussion. The leaders could have capitalized on lessons learned from mistakes or how to keep the momentum of high performing employees but instead, they moved on to other tasks without another thought to addressing challenges or potential growth in their team.
Jackson, E. (2012, January). Ten biggest mistakes bosses make in performance reviews. Forbes. Retrieved from https://www.forbes.com/sites/ericjackson/2012/01/0…
Youssef, C. (2015). Human resource management (2nd ed.). Retrieved from https://ashford.content.edu
Student Reply 4: Jena
Performance evaluations are an amazing tool if they are done correctly and you have a supervisor who is diligent in following up to ensure that you are track to meet your personal and organizational goals throughout the year. I have worked for a variety of companies and a multitude of industries, and one of the things that have always gotten me was the fact that during my performance reviews I was never asked the big question of what I want to do next within the company. Per Eric Jackson when asked this question “This forces the employee to look him or herself in the mirror.” (2012) this one statement really resonated with me because as he states further in his article you will either realize that you want to move up in the company or you will realize that its either not the right time or the right company for you. I believe that every performance review should have the question of where do employees want to see themselves progress to in the company. This would open up the conversation with the employee and also give them a boost of confidence when their manager helps to create a plan to get the employee there.
Another big mistake that I feel some managers make when doing performance evaluations is that they forget to tell the employee where they are doing good or ask Jackson states “No Pats on the Back” (2012). When employees are not getting any type of accolade or verbal you did a great job with x,y, or z, it makes the employee feel disgruntled that all their hard work is getting overlooked and at some point they may stop putting for the effort and just do the minimum to get by. Elizabeth Sosnow makes a great point in her article that “Offering superior performance throughout the year will give the best outcome, however, most people neglect major performance goals to focus on micro-projects and tasks” (2011). I can say I have been in this exact position when I worked at ACS in Bakersfield, CA. We would set our performance goals at the beginning of the year and even though I knew they were there I would find myself getting sucked into the little projects that supervisors would ask me to help with and this would take me further and further away from the goals I wanted to complete by end of the year. I feel that supervisors all need to be on the same page when it comes to what employee’s goals are and how to keep them on track but still let them help with small projects or tasks. I, however, do not feel that the same employee should always get asked to help with the micro-projects, if there are enough employees then the projects should be spread around so everyone gets the experience and this will help everyone stay in line with their performance goals that they set at the beginning of the year.
The final mistake that I feel that some managers make with performance evaluations is not being truthful with the employee about their performance. If managers do not tell an employee what they are doing wrong then how do you expect them to fix it? When I worked in Santa Cruz for a veterinarian as a Kennel Tech/Vet Assistant one of the vet’s would get frustrated with how I cleaned the rooms, and how I mopped the floors. She never relayed this to me, however, so when I finally had enough of her passive-aggressive behavior and put my two-week notice in her response was oh good.
I was very taken aback by this response and flat out asked her what the issue was? She finally after almost a year of me working there told me what her problems with me were, I at the time was young and naive so I did not speak up for myself. Had she just communicated with me then we would have had a much better working relationship. As Sosnow states in her article “We all have negatives, asking your employer or co-workers the hard truths, this allows for personal growth” (2011). This is one of my favorite statements from the whole article because yes we all know the truth is hard, but when people communicate this is how we grow. If we do not continue to grow then we stagnate and when we stagnate we stop learning and this is a cycle that gets people nowhere.
Overall managers need to take a step back and really look at how they do performance evaluations, Jackson states “Performance reviews might not ever be fun, but they can be effective and powerful ways of creating more loyalty among team members when they’re done right” (2012). This statement is very powerful not just for the employees but as a manager as well. For some people performance reviews are intimidating, but they do not have to be, they are designed to be a tool for employees to gauge where we are and where we want to be and for managers to help us get there.
References:
Jackson, E. (2012, January 9). Ten Biggest Mistakes Bosses Make In Performance Reviews. Retrieved April 15, 2020, from https://www.forbes.com/sites/ericjackson/2012/01/0… (Links to an external site.)
Sosnow, Elizabeth. Public Relations Tactics. Jan2011, Vol. 18 Issue 1, p16-16. 1/2p. , Database: Business Source Elite
Question 3:
A job description is a useful tool that describes all the tasks, duties, and responsibilities of a position. The primary function of this assignment is to increase understanding of the critical elements in a job description and its alignment to the HRM process and to talent acquisition. Prior to beginning work on this assignment, read the article Job Worth Doing: Update Descriptions (Links to an external site.), the guide Best Practices and Emerging Trends in Recruitment and Selection, (Links to an external site.) and the web page Employers (Links to an external site.) from the U.S. Equal Employment Opportunity Commission (EEOC).
In your paper,
Discuss how a job description is a function of management.
Consider the following areas of a job description below and explain how these components contribute to an effective performance management system:
Tasks
Tools and technology
Knowledge, skills, and abilities (KSAs)
Education requirements
Explain the legal components in a job description as it relates to the EEOC.
Describe at least two assessment methods that can be used when recruiting qualified candidates and how those two methods are appropriate for meeting organizational objectives.
For additional support with completing this assignment, please refer to the following tools:
Finding HR Journals in the AU Library (Links to an external site.). This tip sheet will support you in researching through the Ashford University Library.
What Is CRAAP: A Guide to Evaluating Web Sources (Links to an external site.). This will assist you in determining the reliability of an HR website.
Scholarly and Popular Resources(1) (Links to an external site.).This tutorial explains the differences between scholarly and popular resources.
Human Resource Research With FindIt@AU (Links to an external site.). This tip sheet will support you in researching through the Ashford University Library.
The Job Description paper
Must be two to three double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the Ashford Writing Center’s APA Style (Links to an external site.)
Must include a separate title page with the following:
Title of paper
Student’s name
Course name and number
Instructor’s name
Date submitted
For further assistance with the formatting and the title page, refer to APA Formatting for Word 2013 (Links to an external site.).
Must include an introduction and conclusion paragraph.
For assistance on writing Introductions & Conclusions (Links to an external site.), refer to the Ashford Writing Center resources.
Must use at least two scholarly, peer-reviewed, or credible sources in addition to the course text.
The Scholarly, Peer Reviewed, and Other Credible Sources (Links to an external site.) table offers additional guidance on appropriate source types. If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source for a particular assignment.
Must document any information used from sources in APA style as outlined in the Ashford Writing Center’s Citing Within Your Paper (Links to an external site.)
Must include a separate references page that is formatted according to APA style as outlined in the Ashford Writing Center. See the Formatting Your References List (Links to an external site.) resource in the Ashford Writing Center for specifications.
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