Wednesday, 29 July 2015
PAD214 (What is criteria in performance evaluation?)
What is criteria in performance evaluation?
Meredyth Glass, Demand Media from has explained this term as a
You know that expecting a salesclerk to wire your storeroom or balance your books is unreasonable, but determining which criteria you should use to evaluate the performance of an employee isn't always obvious. Small-business owners often find this especially challenging, as employees frequently change roles to meet the changing needs of the business. Clarifying your evaluation criteria as roles change and documenting your employees' responses will help you build and maintain a strong team.
Personalize General Criteria
It's easy to find generic employee evaluation forms, but you should take the time to personalize the forms you use. Make the job skills section relevant to your specific needs. For example, if you manufacture games, your sales reps not only should understand the games, but they should be visiting stores and demoing the products to increase your games' visibility in stores. Similarly, punctuality is essential for your store manager but might be less important for your buyer. Begin by listing your employee's duties, and then break those duties down into measurable steps. "Selling," as an example, breaks down into such steps as "greets customers," "listens well," and "effectively demonstrates merchandise."
Focus on Team Skills
Beyond job skills, evaluate additional areas such as motivation, initiative, employee relations, team work and dependability. These more abstract qualities often impact the quality of your team at least as much as basic job skills. Consider an employee with excellent team skills who comes up with fantastic new promotional ideas and motivates coworkers to effectively enact them, but who also consistently mislabels products. You can use this information to readjust that employee's job description to more reasonably align with demonstrated skills. Conversely, you can use it as an opportunity to work with the employee to identify why accurately labeling is difficult and modify your systems in response. In either case, the evaluation process can be used to create a stronger team and a more effective system.
Related Reading: Examples of Measurable Tasks for Performance Evaluations
Measurement
Each of your criteria should be easily measurable and supported by observed facts over the evaluation period. This enables you to assess growth, such as when your employee's sales statistics show significant improvement over time. It also helps to concretely reveal problems, such as chronic lateness subsequent to an employee's divorce. Working out an appropriate evaluation period prevents you from overemphasizing recent events. You don't want to give an employee a raise based on a single fantastic sale, nor do you want to penalize a strong employee for a bad week.
Employee Rights
Review criteria must not violate any of your employees' rights. You know that you can't discriminate based on gender, age, disability or religion and your policies probably don't intentionally violate any of these, but changing an Orthodox Jewish employee's schedule to require Saturday work or penalizing a pregnant employee for lifting restrictions could be construed as discriminatory. In addition, your employees have the right to know the evaluation criteria you are using in advance so that they have a reasonable opportunity to meet your expectations, and so that they have time to address areas of weakness with you prior to a formal review.
About the Author
Meredyth Glass has been writing for educational institutions since 1995. She contributes to eHow in the areas of parenting, child development, language and social skill development and the importance of play. She holds a Master of Science in speech, language pathology from California State University, Northridge and a Bachelor of Arts in anthropology from California State University, Northridge.
Thursday, 3 April 2014
PAD214 (UITM Sabah)
What is the main purposes of orientation programs?
Orientation means, to educate new employees about the goals and responsibilities of the position and company, as well as to answer any questions they may have about Human Resource (HR), benefits and payroll information. in other word, orientation used to inform the new employees about the organization they worked such as the goals or rules and the duties they have to follow in order to make the goals set will be achieve. According to Dr. Judith Brown, she define orientation as a one way to welcome new employees in the organization which means. Moreover, the orientation program will help a new employees in productivity if the orientation program has succeed and these will decrease turnover rates of employees later. As a result, orientation have various purpose that give benefits not only for the new employees but also the organization.
Orientation means, to educate new employees about the goals and responsibilities of the position and company, as well as to answer any questions they may have about Human Resource (HR), benefits and payroll information. in other word, orientation used to inform the new employees about the organization they worked such as the goals or rules and the duties they have to follow in order to make the goals set will be achieve. According to Dr. Judith Brown, she define orientation as a one way to welcome new employees in the organization which means. Moreover, the orientation program will help a new employees in productivity if the orientation program has succeed and these will decrease turnover rates of employees later. As a result, orientation have various purpose that give benefits not only for the new employees but also the organization.
- To Reduce Start Up Costs: Proper orientation can help the employee get up to speed much more quickly, thereby reducing the costs associated with learning the job. this mean, organization can reduce cost to send a new employees joined development programs because when orientation programs done, it's will give more information of the duties in the job. For example, when orientation conducted, the manager will give information needed to guard a new employees in finished their task given such as accountant it is necessary in Preparing and certifying financial statements for presentation to management.
- To Reduce Anxiety: Any employee, when put into a new, strange situation, will experience anxiety that can impede his or her ability to learn to do the job. Proper orientation helps to reduce anxiety that results from entering into an unknown situation, and helps provide guidelines for behavior and conduct, so the employee doesn't have to experience the stress of guessing.
- To Reduce Employee Turnover: Employee turnover increases as employees feel they are not valued, or are put in positions where they can't possibly do their jobs. Orientation shows that the organization values the employee, and helps provide the tools necessary for succeeding in the job.
- To Save Time for the Supervisor: Simply put, the better the initial orientation, the less likely supervisors and co-workers will have to spend time teaching the employee.
- To Develop Realistic Job Expectations, Positive Attitudes and Job Satisfaction: It is important that employees learn as soon as possible what is expected of them, and what to expect from others, in addition to learning about the values and attitudes of the organization.
- While people can learn from experience, they will make many mistakes that are unnecessary and potentially damaging. The main reasons orientation programs fail: The program was not planned; the employee was unaware of the job requirements; the employee does not feel welcome.Employee orientation is important - orientation provides a lot of benefits, and you can use feedback to make your orientations even better.
PAD214 Chapter Recruitment (UITM Sabah)
Explain the Sequential Stages of the Recruitment Process
by George N. Root III, Demand Media
The recruiting process is critical to the future success of your company.
Job Description
To help find the right candidate for an available position, the employer or human resources department works with company managers to develop comprehensive job descriptions. A job description includes a detailed list of job duties, the educational and professional background the employee needs to have and an outline of the compensation for the position. This outline becomes the guide that the company uses to move forward in the recruitment process.
Gathering Candidates
A company acquires resumes and employment candidate credentials from several sources. Some of those sources include networking with candidates out of the office or at job fairs, resumes that are sent in as a result of public job postings, candidates from employment agencies and referrals from existing employees. The would-be employer or human resources group goes through all of the resumes and determines which candidates have the right qualifications to fulfill the job description.
Screening
The initial interview is conducted by a human resources professional, the employer or the supervising department head and is a screening interview. It is used to clarify any information on the resume that may have been unclear, verify the candidate's professional and educational background and ask the candidate basic questions designed to determine if she meets the criteria necessary for moving into the final stage of recruiting. These questions deal with the candidate's plans for the future and finding out if there is any pertinent background information that is not on the resume. The candidate is read a brief summary of the job description and is then asked if she feels confident that she can perform the job duties.
Interview
The actual interview process varies from company to company. Some companies do two sets of interviews where the first is conducted by the departmental manager and the second is conducted by a member of the executive team. Other interview possibilities are a panel interview with members of the department, a series of interviews with various departmental managers to get their input on the candidate's credentials and a panel interview with other candidates to see how each candidate reacts to being put in a pressure situation.
References (3)
- Loyola University Human Resources; Manager Resources: Recruitment and Hiring Guide
- HRM Advice; Main Recruitment Process Steps; 2008
- Birkbeck University of London Human Resources: Recruitment and Selection Guide
- Monster: Workforce Management
About the Author
George N. Root III began writing professionally in 1985. His publishing credits include a weekly column in the "Lockport Union Sun and Journal" along with the "Spectrum," the "Niagara Falls Gazette," "Tonawanda News," "Watertown Daily News" and the "Buffalo News." Root has a Bachelor of Arts in English from the State University of New York, Buffalo.
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