By Donald L. Kirkpatrick
Recommendation for managers at the improvement of a procedure on assessment of staff' task functionality and counseling to extend productiveness comprises case reviews of the courses of significant businesses.
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Nor should they rely entirely on informal day-to-day coaching. Instead, both formal and informal appraisals are necessary. This book will cover in detail the process as well as the forms and procedures for an effective performance appraisal program. Help the Person Improve The appraisal should measure how well the various parts of the job are being performed. It should identify the employee's strengths as well as the aspects of the job where improved performance is needed. When these have been identified and agreed on between boss and subordinate, a performance improvement plan should be developed and implemented.
If you have any suggestions that you think will help improve your performance review program, pass them along to those in your organization who are responsible for the program's administration. If you have an overall responsibility for an effective performance appraisal and review program in your organization, this book will have special benefit for you. If you already have a program, you can compare it with the ideas, examples, and case studies presented here. Of particular interest and benefit to you will be Chapter 6, which describes the five requirements for effective programs and gives some specific ideas for improving them.
The supervisor may delegate the task to another person, but the supervisor has final responsibility and must live with the results. If the person being trained is a supervisor, the training should emphasize management knowledge, skills, and attitudes. This means that the boss usually has to call on outside help for the training, such as in-house management courses or those presented by outside organizations. And it's a good idea to begin the management training as soon as the new supervisor is appointed.