How to Conduct Your Annual Performance Review Process

At this time of year many organizations are beginning their annual performance review process. As you start this process you might find the following information to be useful.

• Send a note out to all your managers giving them a specific timeline, i.e. as to due dates when payroll needs the salary increase information, when salary increases will be effective, when the forms must be returned.
• If you developed a salary increase matrix be sure you explain to your managers how it works and any specific guidelines you want them to follow.
• Notify all employees they need to complete a self appraisal regarding their performance during the last 12 months. This self appraisal should include how they performed against their job description and goals/objectives plus their views on their development needs. Once this is completed they should give a copy to their manager. Managers should review this document prior to completing the employee's review.
• Ask your managers to be sure they get input from other departments if the employee was involved in other projects outside their own department.
• Managers should be sure the setting is right when they conduct the actual performance review. Here are a few things to consider;
• Schedule the meeting in advance and set aside at least 1 hour.
• Conduct the review in a place other than your office. Use a conference room, go out to breakfast or lunch.
• During the meeting, don't allow phone calls, emails, etc., this time is for communication without interruptions.
• During the meeting be sure to review the employee's self appraisal, other managers input, and your input regarding the last 12 months of performance. Give examples where you can.
• Once the meeting is over the manager should complete the actual performance review form noting the appropriate comments that came up during the one to one meeting.
• After the review form is completed ask the employee to sign the performance review form and make any comments and return it to you. Before sending the final form back to human resources give the employee a copy of the form.

Just remember the important outcome from a performance review is "communication." You want to be sure all parties leave this process with an understanding of what was done well, the areas needed for improvement, what development is needed and what both parties will do to drive success in the future.

Jim Geier
President and Founder
Human Capital Consulting Partners

H1N1 in the WorkPlace: Practical Advice

I had the opportunity to attend a seminar last Friday, December 11, 2009 sponsored by KYW Radio 1060 http://www.kyw1060.com/  in Philadelphia, regarding H1N1. The panel was made up of representatives from state government, healthcare, industry and employment law.

My takeaways from this session were as follows:

1. Up to date information is posted daily on the CDC website. http://www.cdc.gov/
2. Be sure to check your state websites as well. In Pennsylvania the site is, http://www.health.state.pa.us/
3. Key is to be sure you "Keep sick people home."
4. Employers might need to look at their sick policies to allow employees to work from home.
5. Employers might need to look at their sick leave policies to determine if doctor's notes are really needed  to prove illness during this period of H1N1.
6. Questions employers have regarding treatment of policies and procedures during this period should be referred to their employment attorney for clarification.
7. Employers might consider changing current policies that deal with sick time during the flu season. Once flu season is over can go back to current policies but remember to communicate to all employees.
8. Continue to communicate to employees the importance of washing hands.

Per the panelists the second wave of H1N1 was coming to an end and now we are entering the time for seasonal flu. Could be a third wave for H1N1 which will be sometime in the Spring.

How to Select the Right HR Executive For My Company

Over the years whether in my role as a corporate VP of Human Resources or today in helping companies with their HR strategies, processes and programs, the question always is "How do I select the right human resources executive for my company."

To me the processes are not that much different whether you already have an HR department or you are just beginning to establish your first formal HR department. However, today my thoughts/suggestions are for those companies who are just beginning to establish their first formal HR department. For those of you just beginning the following are questions or steps to assist you:

1. Why you are adding this new function/position?
2. What are your expectations for this postion?
3. Who will the position report to in the management team? (Will who the position reports to impact the type of candidates who apply for the position)
4. What type background and experience will the HR person need to have to be successful at my company and in the job?
5. Do I understand the current HR processes and programs that are in place today in my company?
6. Do I know the required HR processes and programs that are needed in my company in the future in order for us to be a successful company?
7. Once you answer the above questions, then you need to decide, should I hire someone part-time, full-time or should I just outsource the entire function?
8. If you decide to hire someone on your staff then you need to develop a job description or job profile that outlines the duties, responsibilites, knowledge and competencies required for this position?
9. Now that the job description/profile is completed, what compensation package do I need to put in place in order to attract and hire the right person for the job?
10. How will I find this person? (Should I engage a search firm, advertise on job boards, network with my peers)
11. Once candidates are identified how do I screen out the right people for my job?
12. What interview questions do I ask the candidates to be sure they have the right background, experience and competencies to handle my HR job?
13. Who at my company should be involved in the interview process?
14. How do I tell if the person will fit my company culture?
15. Once a candidate is hired, what are the next steps?
16. Should I implement an orientation or onboarding process over the first few months?
17. What goals and objectives or expectations should I outline for the first 6 months and 12 months?
18. Who will explain the company culture, how decisions are made?
19. How often will I give feedback so the new person understands where they stand in the job?
20. What does success look like? 

Hopefully, you will find this above list of questions or steps to be useful as you build your HR fucntion.Good luck and be sure to hire the person that works best for you and your company.

Jim Geier
President and Founder
Human Capital Consulting Partners