Appraisals serve as a motivating factor to the employees, and they work hard in their jobs aiming to get recognition. This helps an organization to realize its goals because of the willingness of the employees to work.
Step 1
The first step before even considering termination should be careful documentation. The organization should keep a record for each employee. This record includes all the information including performance, appraisals, formal warnings and any other thing that happens in the line of duty. These documents will help the organization to show evidence should the employee decide to sue it.
Step 2
Have a proper basis for the termination. Carefully review and examine the policies, memos, personal information and any other related document. This ensures that the company knows that the employee agreed and signed that termination will occur when he or she violates the set rules and policies.
Step 3
Then evaluate all the available alternatives to dismissal. See if there are other ways that the organization can do to solve the current problem. It is also advisable to get the employees side of the story before jumping to the final decision. Also, there should be a follow up to make sure that what the employee is accused of is the truth. This is achieved by asking fellow workers and supervisors for additional information and facts.
Step 4
When the company decides that it has to fire the employee, it should arrange for an exit interview where the employee gets to know the reasons for termination. Also provision of the evidence supporting the claims.
Step 5
The last stage involves preparation of the termination documents. These documents serve as evidence that the organization followed the correct channel to terminate the employment in case questions may be raised later. The employee should have the opportunity to review the document with legal counsel.
Circumstances that can lead to termination
Documentation needed during termination.
I decide to choose a company that provide internet connections
Company vision
To help people, you keep in touch with loved ones
Three goals for the organization
Critical success factors
Performance standards
For an organization to thrive, the most determinant factor is the sales. If a company is experiencing low sales, it translates to losses. The best position to consider in this organization is the sales manager. For the company to realize the set targets, the sales department should ensure each week they bring in at least two new clients.
Monitoring performance
The best way of keeping tabs in the sales department is through evaluating the monthly to daily sales performance. These performances will look at the ratio between the wins and the opportunities, leads response time among other activities carried out by the sales team.
Performance analysis process
To get the improvement of the sales in the company, it is advisable to compare and contrast the number of sales done before the implementation of the performance standard and after the implementation. From the resulting figures, it will be easy to determine the direction of the department and know whether it is on the right track or it needs readjustments.
Performance Appraisal Interview tools
Performance appraisal interviews are meetings set between the supervisors and the employees so that the employee gets a chance to give facts on the job he or she has been undertaking. During the interview, there are some of the tools that will be useful. They include;
Performance improvement plan
To improve the performance of the sales manager, it is important to make some adjustments in the current ways of doing things. First, introduce meeting with the sales team every morning before embarking to the daily chores. Secondly, ensuring that daily reports are provided on the new customers, and the potential clients identified. Thirdly, introduce some incentives for the potential customers for them to be convinced. These initiatives will encourage the sales team to be aggressive because they know that they have to account for each day they are on the payroll of the company.
Activity 1
|
RESULT (output) |
MEASURE |
|
1. Plant downtime reduced |
To five working days per year |
|
2. Orders processed more quickly |
To within 24 hours of receipt of order |
|
3. Quotes provided to customers more quickly |
To within 48 hours of receipt of request |
|
4. All telephones answered |
By the first minute of calling |
|
5. Word processing completed |
By the end of the day |
|
6. Written reports reduced in length |
To two pages per report |
|
7. Stock on the sales floor increased |
Every week |
|
8. Trucks serviced |
After every month |
|
9. PC hard drives backed up |
After two weeks |
|
10. Performance appraisals conducted |
After every 12 months |
Activity 2
|
KPI: IMPROVEMENT IN CUSTOMER SERVICE |
|
|
Result |
Measure |
|
Improved customer interaction |
How many customers are have been attended in a period of a week |
|
Positive feedback from customers |
How many customers are giving props to the way the company is handling things |
|
More inquiries on the goods |
What is the improvement index of the customers asking for goods |
Activity 3
Problems encountered when analyzing the performance of an employee
Design flaws
Many performance management doesn’t take into consideration the connection between individual objectives and organizational values and goals. This brings about a conflict when evaluating the performance of the employee. This is because a company operates in a field that has different factors and most that are out of the control of the employees and so it is unfair to judge on the output without consideration of these factors.
Using Single Data Source
Most of the people who analyze the performances of employees only have one source of information to refer to when carrying out the analysis. An analyst needs to use more than one sources of data to come up with actual information. Getting data from one source can lead to inaccuracy and it, therefore, defeats the whole importance of doing analysis on the performance of the employees. When a person gets data from just one place, there is a big possibility that the final result will not be reflecting the real issue.
Biases
When carrying out employee performance analysis, it is important to make sure that the approach uses is balanced and has no bias. To give a true and accurate analysis of the performance, the analyst should work hard to ensure that he or she is impartial and that they will remain objective in the whole process. If this cannot happen, it is advisable to outsource for a professional to carry out the exercise. The problem with biases is that the analyst comes with partiality and during the process, he or she has prejudice and already made up the mind, and in the end, the result is very unreliable.
References
Venkateswara, R. T. (2014). Performance management and appraisal systems: HR tools for
Global competitiveness. New Delhi: Response Books, a division of Sage Publications.
Ashdown, L. (2014). Performance management.
Aguinis, H. (2014). Performance management. Pearson.
Donaghey, T. (2013). Termination of employment. Chatswood, N.S.W.: LexisNexis
Butterworths.
Bowers, J., & Davis, C. (2013). Termination of employment. London: Wildy, Simmonds and
Hill.
Parmenter, D. (2015). Key performance Indicators: Developing, implementing, and using
winning KPIs. Hoboken, N.J: Wiley.
Aven, T. (2015). Risk analysis.
Harvard Business School. (2009). Setting goals: Expert solutions to everyday challenges.
Marr, B. (2012). Key performance indicators: The 75 measures every manager needs to know.
Harlow, England: Pearson Education.
Wetzstein, B. (2016). KPI-related monitoring, analysis, and adaptation of business processes.
Carleton, R. (2013). Implementation and management of performance improvement plans:
Emphasizing group and organizational interventions. Amherst, Mass: HRD Press.
Tapamoy, D. (2012). Performance appraisal and management: Concepts, antecedents and
Implications.
Davis, P. (2016). Staff induction: A practical guide. New Delhi: Sterling Pub.
Centers for Medicare & Medicaid Services (U.S.). (2014). The CMS hospital conditions of
participation and interpretive guidelines.
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