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Agrimarketing : May 2008
12 AgriMarketing ¦ May 2008 A lthough performance reviews are often perceived as “scary,” whether you are giving the review or receiving the review, they can be one of the best ways for an organization to engage their staff — if done correctly. As an employee, performance reviews provide a chance to ask for candid feedback, express likes and dislikes, and gauge performance. TIPS FOR CONDUCTING REVIEWS There are five easy steps that AgCareers.com Human Resources Manager, Melinda Mullenix, shares with clients when consulting on conducting effective performance reviews — Preparation, Structure, Discussion (conduct review), Review, and Evaluation. • Preparation — Schedule a meeting time with the employee being reviewed. Be sure to give them plenty of advanced notice and ensure that you have allotted enough time to conduct the review. Mullenix also suggests a quiet loca- tion with little distractions — off- site might be a good option. Ask the employee to provide a self-assess- ment prior to the review and ask others for feedback as appropriate. • Structure — Review the employee’s goals and evaluation criteria. Develop comments, including posi- tive feedback as well as constructive criticism that can be shared during the actual review. Use specific exam- ples from the entire evaluation period. • Conduct the Review — This por- tion of the process should consist of a two-way dialogue. Begin by greeting the employee, explain the purpose of the review, and explain the flow of the meeting. Ask the employee to summarize their self- assessment. Follow this with your assessment — articulate your thoughts by considering, “what are the most important points that need to be communicated to the employee about their performance during the review?” • Review — During the performance review, be sure to review the core points and clarify the points of agreement as well as differences. Ask the employee if they have any further concerns. Outline any changes or new goals for the next period and follow by assigning times, deadlines, and next steps. • Evaluation — The final section is to complete the actual evaluation form and assign ratings. You may have a rating system where you look at each competency or an overall rating system. Share the final evaluation with the employee and ask for signature as well as additional written comments. When it comes down to it, a per- formance review should not be used as a time to take out all frustrations and criticisms on an employee — this is how performance reviews got the negative connotation and do nothing for the organization or employee. There should not be any surprises during a performance review! As a manager, you should be communicat- ing the positive and negative feedback on a regular basis with your employ- ees. Performance reviews should be an opportunity for positive recognition and enforcement of the critical points. For further direction or assis- tance with developing an effective performance review process or other human resource practices, AgCareers.com and our training and consulting programs can help. Con- tact AgCareers.com at 800/929-8975 or firstname.lastname@example.org. AM EVENTS Upcoming AgCareers.com Visit www.AgCareers.com for details US Ag HR Roundtable August 4-6, 2008 St. Louis, MO Canadian Ag HR Roundtable September 22-24, 2008 Niagara-on-the-Lake, ON PERFORMANCE REVIEWS The Scoop on Recruiting 6th Annual US Ag HR Roundtable August 4 - 6, 2008 St. Louis, MO, USA ___________________________ 5th Annual Canadian Ag HR Roundtable September 22 - 24, 2008 Niagara-on-the-Lake, Ontario, Canada Presented by: SAVE THE DATE! Register today at www.AgCareers.com! Plan to attend the conference nearest you for an excellent opportunity to join a network of professionals interested in addressing recruitment and retention of talented employees within agriculture, food, processing, natural resources and biotechnology.
May 2008 Supplement
Canadian Agribusiness Employer Guide 08