Hirecentrix - Knowledge Base
Kimberly Roden Patterson
This is part 2 of a 3-part post on why companies should eliminate the traditional annual performance review, what the alternatives are and how to do it successfully.
My first post highlighted why the annual performance review process is broken and why feedback should be given often -- monthly or every two weeks -- whatever works for the organization. It shouldn't be overcomplicated with a bunch of forms and boxes to check off.
Even with the best intentions, there are still times when our communications (or our failure to communicate) end up leading us down the wrong path. When this takes place, it is necessary to restate, repair or recover from a misstep or misstatement. We waste even more time sorting out the damage than we hoped to have avoided if we had dealt with something using thoughtfulness and careful attention the first time around.
Erica L. Fener, Ph.D
The clichés about how to reduce employee turnover are many. Even the Wall Street Journal likes to spout so-called tried and true methods for reducing turnover. These include interviewing candidates carefully to make sure they have the right skills, getting creative with benefits and flexible work structures, and giving recognition to promote a happy, productive workforce.
Victoria T. Aguilar
Imagine the following scenario:
Lacking internal resources, a company out-sources IT functions for a technology-based project. To meet the company’s needs, this “QA Project” is ultimately staffed with four IT professionals, none of whom is from the same agency or a company employee. Rather, each is an employee of the placement agency from which they came, on a contract assignment with the company.
Nothing is more worrisome than being out of work and dreading the bills coming in the mail that you canít afford to pay. Scarier yet is not having funds for job shopping (gas money or interview clothing).
Growth in women's share of science, technology, engineering and mathematics (STEM) occupations declined to 27% in 2011from a high of 34% in 1990. While women make up nearly half of the workforce, they were 26% of the STEM workforce in 2011.
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