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For many managers, the end of the calendar year heralds the arrival of the dreaded annual performance review process – the one and only time each year when they sit with employees in an official management capacity to discuss job performance.

Why Evaluations Matter

An effective performance management system is an ongoing process with regular communication that includes goal setting, coaching, and the delivery of timely feedback.

The benefits of conducting annual performance appraisals as part of this system include:

• increasing the employee’s level of engagement with the company and their position;
• aligning employee and company goals;
• setting clear expectations so employees can more effectively self-manage;
• improving the employee’s view of their relationship with their manager;
• contributing to an employee’s sense of accomplishment.

Performance evaluations are not meant to be a last-minute dumping ground for the difficult conversations about poor performance that were put off throughout the year. Instead, they are meant to advance development plans for employees and to focus management and employee efforts on the attainment of company goals.

Why Managers Get Annual Evaluations Wrong

The reality is that very few managers have ever been trained on how exactly to conduct and manage this important process. And with their own responsibilities and jobs to do, performance evaluations and employee feedback often find themselves at the bottom of a very long to do list.

This lack of training and preparation can lead to procrastination and ineffective, rushed evaluations, or even worse – no evaluations at all.  Failure to officially review the performance of your employees, or doing a half-hearted job of it, sends a message that you don’t value your employees’ contributions, which is clearly not the type of motivating message managers strive to deliver.

And yet THAT time of year is already upon us, that means a considerable number of managers are staring at their computer screens, facing their annual make-it-work moment. Again.

When Time is Short

If your performance evaluation deadlines are looming, and you‘re feeling woefully unprepared, here is a game plan to get you on track:

• Review Job Descriptions. If you don’t have one for a position that reports to you, create one. Make sure you and your employee understand their essential duties, job requirements, and performance expectations. This job description is the basis for every performance discussion going forward.
• Create a Working File on Each Employee. Use emails and other documents from the entire review period. This will help you quickly create as accurate a review as possible for the entire cycle, and not just the two of three most recent events that are the freshest in your mind.
• Consider Adding a Self-Evaluation. One that requires your employees to provide supporting examples of their self-ratings. If an under-performing employee rates themselves highly across the board, remember that your lack of feedback is at least 50% responsible for this problem, and you should plan your conversation accordingly.
• Prepare for Difficult Conversations. For areas where an employee’s performance is below expectations, bring ideas for training and support to the meeting. Be prepared to consider the employee’s suggestions as well. Create a mutually agreed upon development plan for the coming year that focuses on these areas – and then follow through.

Preparing for the Next Year

If you’re determined to do right by your employees and not get pulled back onto the hamster wheel of last-minute, ineffective evaluation cycles, then you are in luck. The start of a new year is the perfect time to reinvigorate your performance evaluation process.

The keys to a good employee evaluation are preparation and planning.

• Start with the Job Description. As stated above, this document is the basis for every performance discussion going forward. It should be: review with the employee annually and updated as necessary. Make sure the employee understands his or her essential duties, job requirements, and the expectations of their role.
• Maintain and Expand Those Working Files. This file is separate from the main employee/personnel file. During the review period, you should document the employee’s performance. Example: if the employee exceeds expectation for a writing assignment, document this information in the employee’s working file. Include the date, the project name, and an evaluation rating (“good”, “excellent” or “outstanding”). If you determine areas of weakness, you should document this information as well. Having this consolidated file will reduce the time needed to prepare a review, provide balance to assessment of the year as a whole, and keep specific examples at your fingertips for the evaluation discussion.
• Provide Feedback Throughout the Performance Evaluation Period. The written annual evaluation is the end of an ongoing process. An effective performance evaluation process is a constant, interactive, yearlong cycle. It is recommended that you set regular 10 to 15-minute employee development meetings, also known as one-to-ones, with each member of your team. These meetings can be weekly, bi-weekly or monthly, depending on the position.
• Consider Whether to Adjust the Timing of Your Evaluations. Is there a valid business reason to evaluate all your employees at the end of calendar year? Even with the more informed, less stressful process you’re putting in place, this can still be time consuming. As more companies disconnect performance evaluations from salary increases, there comes an opportunity for flexible timing and a less burdensome process, such as one that culminates for each employee on their anniversary date.

As a manager it is your responsibility to make sure your employees are successful in their roles. Great leaders help other people succeed. Preparation throughout the year allows you to execute a well-organized and accurate performance evaluation, one that can help motivate and encourage your employees all year long.

Click the link to view the recent INFINITI HR blog: A Better Year-End Bonus Plan or check back for more on human resources, payroll, insurance and benefits.

All of your employees should experience the benefits of a formal onboarding program. This enables them to learn about company culture, learn the ropes and even become a part of the team. While this is more commonly associated with on-site employees, even virtual or remote workers should have this same experience.

However, it can be a challenge to effectively complete an onboarding program with remote workers because of the distance between the two work environments. While challenging, onboarding all employees can enhance employee satisfaction and boost retention rates. With the right strategy, you can more effectively develop an exceptional onboarding program for remote workers.

Why Onboarding is Important
Before you spend ample time creating an onboarding program that will be effective for your remote workers, you must understand the importance of your effort. One key benefit associated with onboarding your virtual workers is for them to learn the company culture and get to know their coworkers so that they feel comfortable communicating with them and even asking questions when needed.

Your new hires also need to learn about company processes and even to be properly trained on important processes. Proper onboarding will help your new hires to begin working more efficiently and very early on in their employment with your company. It can also foster a team environment and improve employee satisfaction across the board.

Onboarding Remote Employees
Now that you understand the importance of onboarding, you must then create an effective plan for doing so. Remember that onboarding your remote workers may be challenging because they usually cannot come into the office. The entire process is done through video chats and phone calls. Time zone differences may also be a factor.

If possible, bring the individual into the office. Otherwise, create an individualized remote onboarding process for each employee depending on their position and responsibilities. As you move forward with the development of your onboarding program, focus your attention on these practices.

Connect Face-to-Face
While some aspects of onboarding may be completed over the phone or in a conference call with important team members that your new hire may need to work closely with, it is critical that your new hire has ample face-to-face time. If your new hire cannot make it into the office during the first week of employment, video conferencing is the next best thing.

During the video conference, the individual can meet the team and even establish great bonds with new co-workers. Video conferencing allows individuals to make eye contact, put a name to a face and even observe body language so that they can know more about their co-workers. While it may be best to have an on-site onboarding program, video conferencing eliminates the cost and stress associated with traveling, and it can provide many of the same benefits as an on-site meeting.

Set Clear Expectations
After you have formalized the employee contract and before the official start date, communicate your professional expectations as well as any set-up instructions for your new virtual employee. This will enable your remote worker to start working more responsibly right from the get-go. This important aspect of an onboarding program helps your new hire to set goals and understand their role in the company.

It can help them to work more efficiently and can dramatically reduce first-day jitters. This stage of the onboarding process should explain the tools that your team will use to communicate, share files, work with managers and more. This gives your new employee time to set up their home office and learn how to use the technology necessary for work. Keep this part of onboarding in writing so that your virtual worker can refer back to it as needed.

Make Them Feel Welcome
When your office has a team mentality and everyone feels valued, connected and important, efficiency and productivity can skyrocket. With this type of work environment, everyone will feel free to share ideas and experiences, and the team can grow as a result. Your new hires should feel included in the team from day one.

Therefore, plan to introduce them to your team early on their first day if possible, and ensure that your entire team is receptive to their new role in the company. You may even ask a seasoned employee to act as a mentor to ensure a smooth and easy transition into the team environment. However, all relevant team members should be open and willing to help the new hire in different ways as well.

Evaluate and Refine the Process
As is the case with any type of new process in your organization, you should actively review and refine the process so that it can work more effectively for future remote new hires. Ask for feedback from your remote workers about their experience with the process and things that they would change.
You can also ask others on your team for their feedback from a different perspective. During this process, you may also identify questions or concerns that your new hire has, and you can address these to ensure greater job satisfaction.

Each new hire that you bring into the fold will contribute to your team in new and often valuable ways. You should embrace the benefits associated with new ways of thinking and fresh ideas. To encourage a great connection with your remote worker, spend ample time creating an effective onboarding process that benefits the new hire as well as the rest of the team.

Click the link to view the recent INFINITI HR blog: A Guide to Employee Recognition or check back for more on human resources, payroll, insurance and benefits.

About the author
Jen McKenzie is a self-employed author hailing from New York, NY. She writes extensively on business, education and human resource topics. When Jennifer is not at her desk working, you can usually find her hiking or taking a road trip with her two dogs. You can reach Jennifer @jenmcknzie.

Image credit:
1. https://www.pexels.com/photo/adult-books-business-coffee-374016/
2. https://www.pexels.com/photo/grayscale-photography-of-a-man-sitting-infront-of-a-computer-200303/
3. https://www.pexels.com/photo/adult-apple-business-business-woman-276549/

Today’s complex web of employment laws is not easy to navigate for small and large employers alike. When employees step forward to express concerns on topics such as harassment, safety, wage and hour or discrimination, companies need to not only manage the problem, but the carefully consider the resulting consequences for all parties involved.

Take for instance the following workplace scenarios:

• Beth works for a supplies company earning commissions by selling to established retail clients at their places of business. When a buyer continuously attempted advances toward her during sales calls, she placed a complaint with her own HR department. Beth’s company insisted he cease and desist any advances toward Beth, however, concerned that he would continue, Beth’s company swapped her territory with one that was 10 miles away so that she would not have to call on the customer.
• Frank is an African-American employee who complained that the warehouse in which he works was racially hostile toward him because his coworkers told racial jokes and made racially derogatory implications in day-to-day conversation. In response, his manager transferred him to another site that was statistically more diverse and inclusive.
• Mark is the only male on a large marketing team managed by another male. Mark began to develop concerns that while his teammates were treated pleasantly and their ideas and opportunities were being nurtured, their manager was often abrasive toward or overly critical of contributions from him. Mark approached a VP with concerns that his manager was discriminating in his treatment of men versus women. After some review by the VP, the manager received counseling and to avoid resentment from the manager, Mark was moved to another team that happened to operate during a slightly later shift.

Each of the employers in these cases had good intentions: Remove the associate from hostile, problematic or discriminatory situations to protect them in the future. Each of the employers could also face retaliation claims.

Moving associates geographically, changing their work schedules, or altering their job duties to avoid conflict are just some of the actions you can take that open up a plethora of Adverse Action traps.

• Beth has to develop new relationships and earn trust from a completely new client list as well as travel further away, potentially suffering at least an initial reduction in commissions and incurring additional transportation costs.
• Frank could feel punished by also incurring additional transportation challenges and could feel that instead of resolving the issue, he in fact the one punished for speaking out
• Mark could be losing a desirable shift and the ability to fulfill personal priorities such as picking up his kids after school or taking night courses for an advanced degree.

The lesson from each of the three scenarios is consistent: Don’t be conflict avoidant when asked to problem solve. Address the root of the problem and set clear expectations on behavior moving forward from all parties involved. If a change for the complainer or a witness seems appropriate, involve associate in the discussion before decisions are finalized to ensure they feel whole at the end of the process. Don’t surprise them.

Preventing Retaliation
Your best defense is to take precautionary steps to receive and resolve complaints.

Have an anti-retaliation policy in place: Prior to receiving a complaint, your policy should be clearly outlined. Define retaliation and express that you do not tolerate retaliation from any associate, be it first line employees or managers. Have signed acknowledgements on file. Specify what steps should be taken if an employee feels they are being retaliated against.

Provide the complaining employee with a written acknowledgement of the complaint: Document the when, where and how of the intake of the complaint and that you take it seriously. Give them an expectation that you will get back to them after an investigation and/or within a reasonable time frame and pre-schedule the follow up meeting immediately. Explain what retaliation is. Spell out that you won’t tolerate retaliation from anyone in the company. Clarify that you want them to notify you of anything that happens to them that they consider hostile or negative during the investigation. Refer the employee to your anti-retaliation policy.

Maintain as much confidentiality that you can for complaints you receive. The fewer people who know about a complaint, the less likely that someone will retaliate against the complainer. In many cases you can’t investigate an issue anonymously, and the nature of your investigation may reveal the complainer or the complaint itself. Some state or federal laws prohibit you from demanding complete confidentiality from employees during the process, but you can make sure that you tell only the people who absolutely need to know, define retaliation, and be stern that you won’t tolerate it.

Document, document, close the issue, and document. Take notes of everything you do to prevent retaliation. Having newly signed acknowledgment of receipts for your policies at the start of the investigation and signatures on statements from anyone participating helps to set expectations. Be sure to send a closure letter to the employee confirming resolution of the problem and next steps if they feel retaliated against moving forward.

When Discipline is Perceived as Adverse Action
Keep in mind, discipline is retaliatory only if it occurred because the employee complained. You can take actions against an employee for non-related reasons, such as performance issues, attendance or violation of policies, but there will always be risk that some employees will assume they were taken in retaliation regardless if it was warranted and non-related.

If you have disciplinary issues to address after a complaint, be prepared with proof of valid reasons for any action. Be sure your reasons are supported, if possible, by prior documented warnings to the employee. If the complaint was against a manager who is now submitting disciplinary documents for the employee who complained, involve your HR department for analysis and guidance before proceeding.

Click the link to view the recent blog Inheriting an Under Performing Employee or check back for more on human resources, payroll, insurance and benefits.

Employer brand is now at the center of any great recruitment strategy and savvy employers are capitalizing on the effectiveness of their brand to attract top candidates.  Understanding the perception of your organization can impact both the recruiting and the retention process.   Effective branding in recruitment is not about gimmicks, but rather it’s a complete strategic approach.

More than ever, we are faced with a workforce that want to work with organizations who fit their personal values.  Millennials, to be specific, seem to be more likely to seek other options, such as starting their own companies, if they can’t find workplaces that accommodate their personal preferences. They can also be very loyal and dedicated to companies that are a good fit.

As such, it is increasingly important to present an all-around brand experience while you hire to attract and engage the right candidates.  Before you interview, candidates should already have a clear picture of your company culture and employer brand.

Company brand ideas to consider:

• Your brand should be reflected in your recruitment choices:
  • Where are you advertising?
  • How does your ad build expectations about your culture?
  • How simple and accessible is your application process?
  • What is your response and interview process?
  • What impressions will your candidates experience in the what, where, and how of your recruitment process? What will they learn?
• Your website:
  • Make sure it us updated and easy to navigate for all users (inclusive of ADA accommodation requirements!)
  • Is your brand and culture communicated in a manner that targets the appropriate audience?
  • Will candidates be able to identify with the company’s reputation and vision?
• Do you have a social media presence?
  • There is a difference between your presence and your online brand.   Brand can be seen as what your company’s marketing department sends out. Presence also incorporates how others such as employees and customers support your brand online. They can be your strongest ambassadors. Your employees need to understand what your brand stands for and what you are trying to achieve to feel comfortable expressing it – you need their buy in. Attempting to suppress their input and output is a recipe for disaster. Don’t forget this critical aspect of your online and social media activity.
  • Build company branded profile pages online.   More organizations are turning to Facebook, LinkedIn, and similar sites to engage with their networks.   This reinforces your corporate message and culture along with adding exposure to job opportunities.
• Are you maximizing your employee and customer ambassadors offline?
  • Many companies capitalize on employee referral programs and reputation with customers to advocate their brand and attract candidates who fit the culture. If they understand the brand and opportunities, employees and partners can help draw in engaged candidates from their networks!
• Know your audience.
  • Think about the sort of person that you’re trying to attract. What will their career goals be? How can your company’s vision align with their short term and long term needs? Being able to speak their language through your recruiting process is key.
• Be consistent.
  • Every interaction with candidates should reflect a consistent brand.   The visual identity and tone needs to project a clear message. This is why it is imperative to incorporate internal employee discussions and their projections of your company in its entirety when building brand. Does your employer brand state that employees are your most important asset? Having unprepared interviewers who are easily distracted or run late to interviews will tell the candidate otherwise.   Does your brand advocate customer service and care for customers? Having a candidate overhear employees complain about customers during a realistic job preview will disprove that.
• Use of video and Youtube.
  • This is a fantastic way to engage, relate, and tell stories that go beyond your job ad while staying on brand. Let your employees tell the story with personal insights that resonate with candidates. Link the video to your website, LinkedIn, Twitter and Facebook pages. It’s like a prequel to a Realistic Job Preview.
  • Is philanthropy or community an important aspect of your culture? Don’t just say it, show it. Showcasing employees in your chosen charities and what it means to them reinforces the culture and appeals to a large segment of current job seekers.

What has become increasingly clear is that assimilating into a company’s culture is longer just a reactive, post-hire experience for employees. It starts proactively for candidates in the recruitment and hiring process.  Having your brand reflected throughout your recruiting not only attracts candidates who can engage with and support the brand, it helps with retention by setting clear expectations early in the employment relationship.

Click the link to view the recent blog Wage & Hour Violations That Might Surprise You or check back for more on human resources, payroll, insurance and benefits.

All managers have been there: an employee has given his or her notice, and your first instinct is to hire, and quickly. No sooner has the employee left your office than you jump into your recruiting process and start to review resumes as they fly in, hoping to get the perfect candidate in the door before your departing employee has the chance to escape and productivity has the chance to dip.

Rushing through the recruiting process can lead to a bad hire, and a bad hire can be costly – both in time and money that is invested– and would absolutely not be better than no hire at all. Before hitting the “Post Job” icon on Monster or calling your friendly recruiter to get the ball rolling, it may be a good idea to take a step back and take a few additional steps.

Find out why.

Why did the employee give notice?  If the answer is “for a new opportunity,” are there any clues there for you as the soon-to-be-former-employer?  Try to get as much information as they are willing to give.  Was he or she so overworked that a new job was necessary just to have a normal workload?  Was the employee confused by conflicting directions by management?  Is he or she leaving for a similar job but a much higher salary and/or more perks?   Or is she leaving her boss, not the company?

Review the job.

Having a newly vacant position is a great time to reevaluate its duties, especially if it hasn’t seen turnover in a long time.  Has the job changed in the last couple of years?  Is the company moving in a direction that might require the new candidates to have enhanced skills or additional certifications? You may want to consider checking the market to ensure your pay scale is aligned with other similar positions – you may find that the job has changed so much that a higher salary point should be entertained.  It may also be time to revamp the job description.

Look internally.

Promoting from within might be an option and employees will appreciate your consideration.  Is there anyone in the pipeline who may be ready to step up to fill the role with a little grooming?  A great plus side of hiring from within is that your current employees are already familiar with the culture, procedures, resources and staff and only need to familiarize themselves with a new role.

Fix the bugs.

Assuming the position is still needed, has not changed and that there is not a viable internal candidate, it may be a good idea to try to solve any internal issues that may exist before starting your interviews.  If there is a broken process or management team that affected the former employee’s ability to do the job, the last thing you will want to do is subject a new employee to the same issue.  If problems continue to be ignored, you may be back in the same position – an empty desk – in a very short time.

Screen carefully.

Once the resumes come in, it can be easy when in hurry, to whip through them and dismiss any quickly that seem unsuitable at first glance.  A few large gaps in employment history?  Those may be explained by company closures or layoffs, raising children, caring for an elderly family member or a stab at starting a business, none of which should disqualify a candidate if they have the right mix of skills and experience and could bring a fresh perspective to the role.

Ask the right questions and weigh all factors.

Interviews can be invaluable tools to find the right candidates – IF the process works.  Each job opening is a great opportunity to look at the interviewing process to ensure the right questions are being asked, the right people are involved and that the decision process is fair.  Candidates graduating from a certain school may be given an advantage if the leadership team are all alumni.  The friend of a manager with less experience may be given more consideration than others with the required skills and background simply because of a connection.

A bad hire is expensive. Taking a few steps to try to secure a good hire for the right role however, is time and money well spent.

Click the link to view the recent blog Putting Job Descriptions to Good Use or check back for more on human resources, payroll, insurance and benefits.