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Productivity / Performance

Revise your overly complex employee review methods

02/01/2006

If your evaluation procedures are too complicated, employees may question whether they’re being treated fairly. Mild suspicions can quickly grow into expensive discrimination lawsuits, as a new court ruling shows …

The 3-Step Method for Giving Clear Instructions

02/01/2006

You may think you’re giving clear instructions, but you lost her back at Step 14a. People want to know three things: 1. What am I supposed to do? 2. By when? 3. In what order? …

Same job titles don’t demand the same pay

01/01/2006

While the Equal Pay Act prohibits wage discrimination against women, make sure you and your supervisors realize that it doesn’t require every employee in the same position to earn the same salary. If you can point to factors other than gender (seniority, education, experience, skills, etc.), you can set radically different salaries for employees who hold the exact same job …

Avoid Impromptu Job Reviews; It’ll Look Like a ‘Paper’ Job

01/01/2006

Warn your supervisors that if they quickly schedule negative employee reviews—particularly after an employee files a complaint—they could appear to be papering the employee’s file in advance of a retaliatory firing, which won’t look good in court …

Avoid Phrases That Can Sabotage Job-Review Meetings

01/01/2006
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Involve all relevant managers in employee reviews

10/01/2005

Q. We have an employee who works for two different departments, under two different supervisors. Which supervisor should conduct the review, the one with the most seniority? —D.F., Illinois

Dangerous and Disabled: ADA’s ‘Direct Threat’ Rule

08/01/2005

Q. One of our employees, who has diabetes, is on the road a lot tending to patients in their homes. We’ve heard that she is having trouble seeing patient charts and difficulty pricking patients’ fingers for tests. What should we do? —M.J., New Jersey

Promote staff volunteerism, but not for firm’s benefit

06/01/2005

Q. Our CEO just implemented a new employee evaluation goal based on their volunteer work throughout the year. The more they volunteer, the higher the points they receive on their review, ultimately increasing their salary. Can we do this without risk? —T.M., Maine

Don’t require employees to visit a psychologist

06/01/2005

Q. Can we require an employee to receive psychological counseling or treatment if his behavior has become a hindrance to his job performance? —N.M., Kansas

Performance review problems: 5 warning signs

03/01/2005

Performance 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.