Regular, detailed job reviews can aid in employee retention - Phoenix Business Journal:

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Everyone likes to know whers they stand. The annual employee review doesn’t have to be an even t dreaded by the employee and the manager if both take the time and efforto prepare. Performance reviews are a formal way to assesw what each employee contributes to the company and to identifythat person’a strengths and weaknesses. There are several ways a company canconduct reviews. Deborahb Keary, human resources director at the , said good companies should holdtwo reviews: an annual reviesw with a rating, and a mid-year review for coaching and careerd development and improvement.
The Society for Human ResourceManagement ( ), is the world’s largest professional associationh devoted to human resource management. Keary said the best forma t for the review is to start off on a positivw note with descriptions of what the employe edoes well. Then a manager can talk about areas thatneed improvement, with suggestions on how the managere can help. Employees should be allowed timeto respond, make commentsa and ask for help. Dawn Adams, a membeer of SHRM’s employee relations panel and CEOof Wisconsin-basedc HResults, recommends quarterly reviews.
“Quarterly is best so that expectationz are continually shared and informak feedback should be provided to the employee throughoutthe year,” Adamse said. She said having the employese conduct awritten self-evaluation firsy is helpful. It helps the employede explain the value of their contributionx as well as remind the manager of The National Federation of Independent Business suggestsz that managers create a description for each job they supervise and make sure the employee knows the contents of the job description priotr to holding the Managers should also keep track of such as absenteeism and and keep notes to document specific examples of work done well or One of the most challenginyg rules for bosses in writing and conducting performancr reviews is to stay away from anythingf personal or unrelated tothe job.
Even thoughg a worker’s personality may influencwe how they dothe job, it’w important for the manager to avoid judgments “Bob’s a procrastinator” – and to insteae document how the trait affects performancse – “Bob’s reports missed their deadlines in June, July and “The review is about the work and how well it is beinv performed,” Keary said. “It is not aboutt the employee’s private life, personality traitsa or anything else that is not aboufthe job.
” Adams said not to brinb up anything that is protected by the law, such as time off relatex to a disability or absences covered by the Family Medicalo Leave Act. Adams also said it is important that the managee not compare the employee to otherzs inthe company. The manager should be comparingh the individual to the specifieejob requirements. Keary said reviewsa are effective management tools if they are done oftejn anddone well. “People should be told often how they’red doing and how they can improve,” Keary “It should be a normal part of managinf people.
If that is done, then the annual reviee is just a summarywithouf surprises, and it’s a good