Quiz 1 Flashcards
(10 cards)
D.O.C.U.M.E.N.T.
D—Date and sign the memo
It doesn’t have to be typed but be sure the memo is legible to others
O—Outline the critical facts
Time, date, who was involved, and what work-related policy or practice is involved.
C—Communicate notice of expectations and consequences
In an one-on-one counseling session, have the employee sign and date the memo as documentation that the counseling session was held.
U—Unsatisfactory conduct
Specify what was unsatisfactory about the employee’s conduct and what was expected that the employee do instead, if applicable.
M—Memorandum
The memo should go in the employee’s file to document that the employee was on notice, received counseling, and was offered a reasonable time to get his or her performance up to snuff.
E—Expectations
Identify everyone’s expectations
N—Next steps
Be clear about the next steps on your part and the employee’s part.
T—Time frame
Give the employee a reasonable time frame to correct his or her performance and reflect the deadline date in the memorandum.
N.O.T.I.C.E.
Notice
Did the employee have notice of expectations and consequences?
Objective review
Can the supervisor explain the business-related reasons for the actions taken to an objective, third-party reviewer?
Time to correct the deficiencies
Was the employee given a reasonable time to correct deficiencies or improve conduct?
Inform the employee of the consequences that will follow if those goals aren’t met
Document the counseling session (written warning.)
Counseling
Did the employee receive counseling? Was he/she told that performance is inadequate, his/her job is at risk, and were the goals for the employee to meet the expectations discussed?
Examine the policies and procedures of the organization
Were all relevant procedures followed? If they weren’t followed, why not? Is this documented?
What is the job of every supervisor?
High expectations from employees & public when
it comes to compassion, sensitivity & fairness
What should every employee make sure that they do?
This fits right in with The Salvation Army’s
promise of doing the most good.
What is the Nonprofit Risk Management Center’s
fundamental fairness formula?
To help us to meet those high expectations, reduce the risk of lawsuits & avoid public relations problems
resulting from claims of unfair treatment.
What are the Performance Evaluations?
An important element of the employee/supervisor relationship, but regular, ongoing feedback needs to be provided as well.
What are the rules to keep in mind when conducting performance evaluations?
- Avoid subjective comments that aren’t job-related.
- Never award undeserved high marks.
- Never give an employee whose performance is problematic a good raise or check a satisfactory or higher rating when the comments reflect performance concerns.
- Avoid surprises! The evaluation discussion should not be the first time the employee is made aware of a performance issue.
DO’s?
-Make sure the person completing the evaluation has personal experience supervising the employee, so that the comments on the evaluation reflect personal observation rather than rumor, reputation or hearsay.
-Focus on employee behavior & actions, not on the
employee’s intent.
DON’Ts?
- It isn’t advisable to make comments that give an excuse for an employee’s failure to meet expectations.
- Remember that a change of supervisors may spell trouble, i.e. results in culture shock. (The fundamental fairness formula is especially important for new supervisors who may come with new expectations.)
Top Mistakes (from SHRM HR Magazine articles)
- According to Hastings (2010), the top two notable mistakes to avoid are late evaluations and over-evaluation.
- Cadrain (2010) warns us against “sanitized” reviews that fail to identify and document problems.
- Segal (2010) cautions us against “delay in implementation.”
