On one hand, performance evaluation helps to assess the training and developmental needs for future career growth of the individual employee. For example, a supervisor tells an HR generalist which HR functions he should focus on to move to his next career stage as HR manager. On the other hand, when company-wide performance evaluation results are analyzed, you can get a picture of overall training needs—for individual departments or the entire organization. This helps the company upgrade the skills of its workforce to remain competitive in today’s fast-changing world. For example, organizations can develop training programs for all employees to learn new office software, social media, or equipment based on company-wide performance evaluation results.
HR Tips for Employers
Mentoring Tip 3: Preparing the role of Mentor and Mentee
Under a formal mentoring program, both mentors and mentees need to know exactly how the program will work. Some organizations have been doing this for a long time and have various documents for the mentor and mentee to complete. If not, then they need to agree on a plan, such as the length, expectations, goals, process, and roles. Mentors need to be ready to offer incentives and positive reinforcement, while mentees have to be willing to be taught and learn. While the mentees can learn by watching, it is more effective if the mentor also quizzes his or her mentees and encourages them to ask questions. Did the mentee understand why the mentor used this method and not the other? Does the mentee need to see the procedure repeated?
I learned a very valuable lesson during one of my internships with one of my favorite mentors. I had already done one project for the manager and was given a new assignment, which required that I review the budget. I was so afraid that I didn’t understand budgets that I did all the research without looking at the actual budget I was given. When I was finished, the manager met with me to discuss the project. I was so proud of the presentation I put together for him—until he told me he looked like a fool without the actual budget information. I was so worried that he had gotten in trouble because of my work. He then told me he knew I didn’t review the budget and added that information himself.
What did I learn from this mistake? I learned that I was getting too cocky and I needed to ask for help if I didn’t understand something. Now, I always check the budget on all projects and I ask questions when I need more information.
Stay tuned for Tip #4 coming next week!
Questions? Contact me today!
Succession Planning Tip #9: Look for external candidates when there are not internal candidates available or ready.
Sometimes there is not enough time to give the high potential internal candidates to develop the new skills needed before promoting them. It can be better to hire an external candidate rather than pushing an employee into a position they are not ready for. In this case, you should always be looking for candidates that may be interested in your firm. Consider contacting professional associations for recommendations of potential clients. (See tips on recruiting in separate blog entry).
Questions? Contact me today!
Job Descriptions Tip 8
8. Job descriptions should be kept up to date to ensure they reflect any substantive changes in the key duties.
If the job description is not kept up to date, then when it is time to recruit for a new employee, job advertisements will not reflect the organization’s actual requirements. It is important to update the job description while there is an employee—and a supervisor—available to verify the new responsibilities. If there is a vacancy, this is a good time to update or rewrite the current job description so it aligns with any new goals and objectives of the firm.
For example, the employer may have decided that the position is more technologically oriented and they hire a person who already has that skillset. The job description will need to be updated to accommodate this required skill.
Hiring an Intern Tip #6: Should there be a formal agreement with the Intern?
Tip 6 – Should there be a formal agreement with the Intern?
The answer to this question is “yes”. I recommend you set up some type of formal agreement (again the businesses that help your find interns will have samples of these agreements for you to use). The agreements which can be as simple as a letter of understanding will layout each party’s responsibilities such as:
- Location and time/schedule assigned for internship
- A list of responsibilities for the intern
- amount of time worked
- signing in process
- proper dress for office if not a virtual internship
- reports on work accomplished
- A list of responsibilities for the supervisor
- amount of time spent reviewing materials from the intern
- training of intern
- set times for meetings
- A list of specific projects to be completed with time frames if possible
- Description of credit program and forms to be completed by both party’s
- Start and end dates of assignments with the possibility of short extensions
- What the intern wants to learn and what the supervisor is willing to support
- Potential for full time position if that is possible or stating that it is not possible due to size of firm or other reason
- Letter of recommendation will be offered by supervisor if work is done well
- Objective of internship for both party’s
- Other details that relate to your business such as confidentiality agreements if needed
The clearer the expectations are from the on-set, the more beneficial the internship will be for both parties.
Questions? Contact me today!
Seven Tips on Goal Setting
This goal setting method can be used for an individual, a team, an entire department, whole organizations or even the Policy Makers/Board of Directors of an Agency. We have used this method to develop goals for a new manager and then used these goals as the guideline for the organization and the performance evaluation for that same manager.
1. Start with a simple brainstorming session.
Let each participant have 10 minutes to write down what they think their goals should be. You may assist participants by asking them to:
- think about issues that keep recurring
- look at past goals if available
- list the top services of the organization
- list customer complaints
- what do you want to get done this year?
2. Let each member of the brainstorming session share one of their written goals with everyone else.
Write them on a large pad of paper (use paper that you can stick on the wall so you can spread them around the room for everyone to see). Continue this process until everyone has provided their ideas – many will say their ideas are already on the wall so you don’t have to write them again – remember no idea is wrong. However, some people will want to say the same thing with different words – that is also ok.
3. Once you have all the ideas, you can consolidate them since many may be similar.
Edit the ideas so they make sense for your organization. Sometimes this may take some time and you can have one or two people work on it and come back to the group on another date or you can give people a food break while you combine similar goals.
4. Next, have each member of the goal setting session rank their top 7 ideas.
Typically you’ll have about 25 ideas on the list at this stage of the process. Have them rank #1 as the most important, #2 as the next important, etc. A good method for this is to give people index cards so they can write down and prioritize their goals.
5. Have each person share their rankings.
Once everyone has had a chance to provide their top 7 goals you can add them up and see the results. The lowest scored goals win (like golf–lowest score wins). It is very interesting to see how many people find that they share similar goals as their top 7.
6. Use the top ranked goals to develop a game plan.
Once you have the total scores on each goal listed, select the top 7-10 goals with the lowest score and you have a game plan. Of course there will be additional tweaking of the wording and development of the steps and objectives to reach those goals but you are ready to start. Since everyone participated, there is more buy-in to the new goals.
7. Implement a plan to achieve goals.
Once the goals are set, the team, department, agency or organization can put together a plan to achieve these goals. Evaluations of the team, department or agency can be based on this list of goals. We have also used this process for new Executives/CEO with their Board of Directors after they have been working together for about 2-3 months. In this case, the goals are used as part of the performance appraisal for the new Executive/CEO during their annual review.
Tips for New Leaders/New Executives Tip 10: Use Your Knowledge of the Organizational Culture
A promotion that changes your position from colleague to supervisor will change the working dynamic with your colleagues. Here are some tips to help you manage that transition successfully.
Use your knowledge of the organizational culture to set goals and objectives for your department, division or organization.
- Set the tone for your new position and remember to treat everyone the way you want to be treated.
- As an inside employee you have the advantage of knowing what is acceptable and what’s not and you know the direction and culture of the organization allowing you to move forward with goals and objectives more efficiently than could a new member of the organization.
- Network with all the connections you already have to assist with your implementation strategies.
Questions? Contact me today!
Interviewing for Employers Tip 9: Allow Candidates to Summarize or Ask Questions
Allow candidates to summarize or ask questions at the end of the interview and let them know about the next step and the timing for decisions.
Questions? Contact me today!
Tip 8: Performance evaluation supports the alignment of organizational and employee goals.
When setting goals, managers and employees should align individual goals to the department goal and the corporate goal to make sure everyone works together purposely toward the same objectives and strategy execution. If employees clearly understand how their roles directly contribute to the success of the business, there is a better chance they will develop a greater sense of loyalty and a higher level of employee engagement.
For example, if a business goal is to double revenues from $1M to $2M in the next five years, and the department goal for this year is recommending three new U.S. markets for a product that would generate $150,000 in sales by the end of the March, then an individual goal could be recommending three new U.S. markets for the product through comprehensive market research and analysis by February 1. This kind of planning and goal setting makes employees feel they are truly a part of the company’s success, and can lead to greater motivation and better performance.
Mentoring Tip 4: The Mentor has to lead by example
When the mentor leads by example, the mentee can be exposed to and learn the methods, procedures, values, and culture of the organization by observing the mentor’s behavior. But bad habits can also be inherited by the mentee, so it is paramount that mentors are aware of their conduct and what it is they are imparting.
The mentor should take the time to bring the mentee to meetings that are above their usual level to understand the bigger picture of the organization. This also inspires the mentee to pursue future opportunities at the higher level. The mentor should also take the time to review these meetings or opportunities with the mentee to share their perspective and ask for the mentee’s thoughts on what they observed.
One of my mentees had the opportunity to watch me conduct job interviews that are usually private. Afterwards, we took the time to discuss each interview and my mentee’s notes on the interviews. It provided the mentee an opportunity she would not normally have, in a safe environment, and it gave me a second perspective on each of the interviews. It also gave the mentee an opportunity to see the interview from the interviewer’s perspective, which will help her at her next job interview.
Stay tuned for Tip #5 coming next week!
Questions? Contact me today!
Succession Planning Tip #10: Monitor the success of the succession plan.
Make sure the plan is doing what it was designed to do. This is one of the most important things to be mindful of for succession planning. Because you put so much detail and attention into the planning process, it is easy to feel like all of the work has already been done. The planning process alone is not the end. You must actually put the plan into action and monitor the employee development process.
What are the amounts of leadership positions being filled by internal candidates? What are the percentages? Do the ends justify the means? If that is not happening, find out where the plan is going wrong and adjust accordingly. Note where you originally started off, check the current status, and measure the outcomes. With this final tip in place, your succession planning will become a rewarding process with ongoing results that work for your company/agency.
Questions? Contact me today!
Job Descriptions Tip 9
9. Job descriptions should be clear and precise, both in language and description.
Acronyms and abbreviations should be defined. Write job descriptions so someone outside of the company can understand them.
Poor example: “Knowledge of the budget process.”
Good example: “Experience with monitoring and reconciling monthly ledger activity.”
Here’s a glossary of terms that can help make a job description concise:
http://hrweb.mit check out this site.edu/compensation/job-descriptions/glossary-terms
10 Tips for Succession Planning
What would you do if a senior member, top manager, or chief employee fell ill, resigned, or had to be fired? Are you prepared to fill sudden, unexpected vacancies within your staff?
As you grow your leadership, you need to know the key succession planning tips for effectively handling the changing workplace. Learn how to be prepared for any foreseen or surprise vacancy with these 10 tips for succession planning (check the drop down menu under HR Tips for Employers).
New Employee Orientation & Onboarding Tip 8: Always follow up with new employees.
• Stay in touch with new employees. The better the on-boarding process and follow-up, the more likely you will avoid employee turnover.
• Make sure new employees feel comfortable with their new job. Always have open channels for their feedback and be ready to assist them.
• Identify the employee’s strengths and determine what knowledge, skills, abilities and assignments will complement or enhance them.
• Identify areas where the employee needs to grow and improve to achieve job competencies.
• Schedule and hold a six-month performance appraisal meeting.
Questions? Contact me today!
New Employee Orientation & Onboarding Tip 7: Provide new employees with written objectives and responsibilities for their new position.
• Give new employees a written job description so they understand their responsibilities
• Provide them with performance goals and objectives for their division and their position, or make sure their supervisor covers this
• Determine a training plan (e.g., compliance, supervisory, professional development), and establish a plan and timeline for training
Questions? Contact me today!
