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As HR professionals know, an employee review is an essential part of building an effective organization. Just like smart recruiting helps you get the best possible talent, a well-developed employee review process allows you to develop that talent. Conducting reviews takes experience to finesse, but is worth the time as a strong team building tool. Following these five key points when reviewing your organization’s review process can turn an HR challenge into an HR success.

1. The best reviews involve the employee in a self-assessment process that motivates, celebrates strengths and identifies clear areas for improvements.

Begin with having the employee fill out a self-assessment for you ahead of time. This self- assessment will provide you with a starting point for the review. Seeing from the employee’s perspective will teach you things that you otherwise might not see.

2. Use the self-assessment as a way to keep the conversation focused and as a tool for you to accentuate strengths and address areas for growth.

The in-person employee review meeting can be stressful. Beginning with reviewing the self-assessment can ease the tension and get a conversation started. Many employees will admit the areas in which they aren’t as strong. When an employee brings up their own weaknesses, it is easier to have a proactive conversation about them without the employee feeling defensive. This will help you create an honest discussion and set goals for improvement. Make sure that the conversation is two sided; listen as much as you speak. Always alternate between addressing the employee’s positive and negative performances. Use the conversation to empower the employee to identify new goals.

3. Create an employee review form that reflects the values and goals of your organization.

If you are building a review process from scratch, there are tools available to build review forms. Whether you use your own or adapt an existing form, the process needs to be consistent. Be sure all employees are aware of the process and any changes you make well before individual reviews begin. The review process should be an organic part of the organization and help build a strong team who knows what to expect in the process. All levels of the organization should engage in a similar review process. If the review includes scoring or grading an employee’s performance, the scoring system needs to be clearly defined. Adhering to a standard review procedure builds trust in your leadership and builds camaraderie across the organization. As your company evolves, adjust the review process when necessary to support your mission statement.

4. Review the employee review form in a conversational manner.

Do not just read the form out loud to the employee. A two-sided conversation is more beneficial to both of you. Be sure to take the jargon out of the process and communicate clearly the specific areas you will focus on so that the employee feels comfortable with the process. If a monitoring process needs to be established for an employee experiencing challenges, be sure to work that out formally in the written review. When the review is over, discuss pay raises and the employee’s goals. If an employee is going to receive a raise, or an adjustment in duties, give a specific start date. Always give the employee a copy of the review.

5. Set up a regular schedule for reviews and clearly communicate changes ahead of time.

Most organizations review employees on an annual basis, although there are some exceptions. New employees often find it beneficial to have a review after 90 days on board. A current employee who is transitioning into a new position may need a review in four to six months. A current employee who was underachieving may benefit from another review in six to ten weeks to encourage the changes or modify the process.

Even the most skilled HR professional can find seasonal employee reviews a daunting task and a cumbersome process. Your employee review process should be accurate, efficient and goal-oriented. Thoroughly reviewing your company’s review process can help build a strong, focused team.

Source: http://unbridledtalent.com/2011/11/23/5-hr-tips-for-creating-effective-performance-reviews/

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In "tough-stuff conversations" managers should be clear in their communication, clear in their intent, and get to the point by using direct language, say authors Darren Hill, Alison Hill and Dr Sean Richardson.

In their new book Dealing with the Tough Stuff - How to achieve results from crucial conversations, the authors - a behavioural scientist and two psychologists - explain that managers "can't escape the [inevitable] tough conversations" and HR professionals should encourage leaders to "get good" at them by building a better understanding of human behaviour and learning how to modify and influence the behaviour of others.

Understanding behaviour requires knowledge of "antecedents (things that come before behaviour) and consequences (things that come after behaviour)" so managers can "come to understand why people do certain things and, more usefully, why they keep doing them again and again".

If an employee's behaviour has changed, managers should explore what antecedents might have driven the recent behaviour, instead of addressing that behaviour directly, the authors say.

"[Managers could start] the conversation with: 'Rex, I have noticed a change to your usual high standards. Is there any reason why you are not as punctual as usual, or why you haven't been putting your hand up for project work?'

"By using a question like this, [the manager] opens the door for [the employee] to share what antecedents might be contributing towards [their] changed behaviour.

"You will not always get answers, but in many cases you will."

Direct language and clarity

Hill, Hill and Richardson say that "too often the tough situations are avoided or amplified because communication is unclear".

"When we are having robust conversations at work, the language we use can personalise a situation very quickly... in the tough-stuff conversations, personalisation is a fast track to heightened conflict," they say.

"The best way of depersonalising a conversation or a point that you need to make with someone is to speak in terms of specific behaviours rather than in terms of broad traits."

It is important to identify behaviour rather than traits, the authors say, because "the definition of what constitutes a certain trait varies from person to person".

"There is a danger, particularly in a tough-stuff conversation, that you can be naming a trait, and the other person is sitting there nodding in agreement, but their agreement is based on a different definition from yours.

"Making sure that you speak in terms of behavioural language when having a tough-stuff conversation is incredibly important - it means that you are both operating a shared understanding."

Managers should avoid talking about someone's "work ethic", for example, and instead specify the behaviours they are looking for, such as "completes tasks to agreed timeframes", or "looks for extra work when their own workload has eased off".

Hill, Hill and Richardson say achieving clarity can take time, and getting to the point where a manager is confident that both they and the employee have a shared understanding of expectations "can sometimes feel laborious and time-consuming".

Being able to achieve a greater level of clarity and understanding can "sometimes involve asking the right questions", they say.

"Questions, such as 'In your own words, can you tell me where we go from here?' or 'How do you interpret what we have been talking about?' or even 'What are the next steps?', will give you feedback about how the other person is interpreting the situation.

"They can help ensure that you are both on the same page, and help clarify any confusion or misinterpretation if you are not."

Non-verbal communication

"Non-verbal communication makes a huge difference to how a message is both sent and received," the authors say.

"We can achieve great levels of clarity through our language; there is little doubt that an array of well-positioned phrases and key words will get us better outcomes in crucial conversations," they say.

"But we can undo all of this with an incorrect or inopportune use of our eyes, hands or body posture at a critical point."

In making a point, managers will direct their conversation via four points of non-verbal communication using their eyes:

One-point communication is "when our eyes look downwards and into our personal space". "[It] is a very effective strategy for leading staff members to reflect on their actions," the authors say;

Two-point communication involves using direct eye contact or "looking into someone else's space". It is "the most personal communication" and because it is overused "tough conversations become personalised very quickly";

Three-point communication is where the "speaker and the listener both 'share' an independent visual medium" such as both looking at a whiteboard. "They do not look into each other's space," the authors say.

"Three-point communication helps us talk about 'it' rather than talk about 'you', and directs the conversation towards a process, which depersonalises the conversation"; and

Four-point communication means looking "up-and-out" or "up-and-behind", signalling something off in the distance.

Hill, Hill and Richardson say three-point communication is best for tough conversations.

"The single greatest effect that using the three-point method in the tough stuff achieves is creating a sense of distance from the issue... It is incredibly powerful in achieving behaviour change," they say.

Source: http://www.hrdaily.com.au/nl06_news_selected.php?act=2&stream=All&selkey=2303&hlc=2&hlw=

CONVERSATION

What can an office manager do for your small business? Just about anything you need done. An office manager can handle a wide variety of duties; in fact, you'll find the specific job description varies from company to company. Overall, however, the goal of the office manager role is to keep your company running smoothly and efficiently.

Some companies want an office manager whose primary role is to be an administrative assistant or receptionist. In other businesses, the office manager may take on more responsibilities, maybe acting as a human resources director or technology troubleshooter. Here are some of the tasks office managers often handle.

Telephones: The office manager often handles a business's phone system, ensuring that it's operating smoothly and fulfilling the company's needs. They may also be in charge of answering the phones.
Reception: Office managers can sit in your reception area and handle duties such as greeting visitors, signing for deliveries, receiving and distributing mail, and keeping the reception area neat.
Office supplies: Office managers can keep track of supply levels and order office supplies. Having all orders routed through one person is a good way to prevent duplicate orders or excessive spending.
Office furniture: Office managers are frequently in charge of choosing and purchasing furnishings such as desks, chairs, and filing cabinets.
Office equipment: Office managers can maintain equipment such as photocopiers and fax machines. They might be able to fix mechanical problems, or at least call in professionals to repair the equipment.
Computers: It's a good idea for your office manager to be familiar with basic computer problems so they can help employees when their computers or printers freeze. This allows your technology support staff to focus on more important tasks.
Data: Organizing records, data, and paperwork is usually a primary role of the office manager. They should develop a comprehensive and easy-to-follow filing system for invoices, receipts, client information, and other important documents.
Bookkeeping: Some small businesses rely on the office manager for bookkeeping. Duties might include keeping track of client billing, compiling employee hours, acting as a liaison with the company's accountant, or performing payroll services and handing out paychecks.
Meeting and event planning: Your office manager can be responsible for on- and off-site meeting arrangements, as well as events such as exhibitions at trade shows and the company's holiday party.
HR management: At many small businesses, the office manager is the de facto human resources department, handling issues such as new employee paperwork and employee files.

Look for an office manager who is experienced, has strong people skills, and is good at multitasking. This is a demanding role with many challenges. When you consider how an office manager can streamline your business operations, you'll agree it's worth paying for someone who has the skills you need.

Source: http://allbusiness.washingtonpost.com/operations/975-1.html

CONVERSATION

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5 HR Tips for Creating Effective Performance Reviews

CONVERSATION

Direct language vital in "tough-stuff" conversations

Direct language and clarity

Non-verbal communication

CONVERSATION

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CONVERSATION

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Direct language vital in "tough-stuff" conversations

Direct language and clarity

Non-verbal communication

CONVERSATION

How Can an Office Manager Benefit Your Small Business?

CONVERSATION

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