Supervisor'S Performance Review Handbook Page 4
ADVERTISEMENT
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90PERFORMANCE REVIEW AS A LEADERSHIP OPPORTUNITY
For a supervisor, effective and meaningful performance reviews take considerable thought,
preparation and time. When done properly the performance review process is one of the best
opportunities for supervisors to display leadership skills in assisting employees to reach their full
work potential. For a supervisor, the manner in which one assesses an employee's performance
can make a difference in the employee's overall job performance, motivation level, morale and
career development. During the performance review process the supervisor has the opportunity
not only to provide valuable information about an employee's past performance, but also to work
with the employee in planning for his/her future at the college. A supervisor can recognize an
employee's accomplishments, give candid feedback about areas that need improvement and
establish performance improvement plans. By taking a leadership role in the review process,
supervisors can make a significant contribution to the College by coaching faculty and staff to
maintain satisfactory levels of performance, or more importantly, strive to achieve higher levels
of work performance.
THE LEGAL REQUIREMENTS OF PERFORMANCE REVIEWS
To avoid costly legal ramifications, performance reviews must be administered accurately and
fairly. To accomplish this, the supervisor as performance evaluator must:
Have actual knowledge of the employee's performance, which must be acquired over a
reasonable amount of time, and
Explain the ratings and standards to the employee.
•
Objectively and specifically assess the performance of the employee, using specific
examples, avoiding generalizations. Point out specifically in which areas of performance
the employee did well and where he/she needs to improve.
•
Focus on job performance and not the person; avoid letting personal friendship, dislike,
or any personal bias against an employee affect the assessment of performance.
•
Be clear, direct, and honest; do not be afraid to give poor ratings when they can be
substantiated with specific examples.
•
Be sure the performance review is free from bias of race, color, sex, religion, nationality,
age, and/or disability, or any other personal bias.
•
Not let the rating of an employee's performance in one area spill over into another; judge
each area separately.
•
Not prepare the performance review as a last minute attempt to justify a termination if
there is little or no earlier documentation of performance problems. Throughout the year
the supervisor/evaluator needs to appropriately document incidences of poor
performance, absenteeism, etc., and place copies of this documentation in the
employee's personnel file. The College employs a progressive discipline process as
HR‐Supervisor’s Performance Review Handbook rev 12/13/12
Page 4
ADVERTISEMENT
0 votes
Related Articles
Related forms
Related Categories
Parent category: Business