Page 668 - Business Principles and Management

Chapter 24 • Rewarding and Developing Employees

4. Discuss strengths as well as areas that need improvement. Identify how
the strengths can contribute to the employee’s career goals and specific
ways the employee can develop needed skills and improve performance.
5. Agree on a specific development plan for the next work period, how the
employee can improve, what rewards he or she will receive for meeting
improvement goals, and the types of support that will be provided.
If performance is so far below standard that the employee will be penalized
or even terminated, the manager should plan particularly carefully for that con-
ference. The employee should not be surprised by the negative information. The
decision should be based on previous evaluations as well as personal discussions
the manager has held with the employee. Specific and objective reasons based on
company policies and job requirements should be presented and discussed. The
employee should have the opportunity to offer information but the discussion
must remain positive rather than turn into an argument. The manager should
give the employee specific information on the penalties or termination proce-
dures and arrange a meeting for the employee with the appropriate human re-
sources personnel. Although the conference will not be easy, the manager should
maintain a positive tone and thank the employee for the contributions made dur-
ing his or her time in the department and with the company.

INFORMAL REVIEWS

In addition to the formal performance review procedures, managers should regu-
larly provide informal feedback, support, and encouragement to every employee.
Employees also can conduct regular self-assessments or ask managers, cowork-
ers, or others who know them well for feedback. These informal reviews can be
very helpful to employees in understanding how well they are performing their
jobs and what needs to be done to improve performance or to prepare for pro-
motions and career advancement.

CHECKPOINT

Describe the steps that should be taken to conduct a positive
performance review conference.

Teamwork tip

Planning Training and Development

Businesses spend a great deal of money on training activities designed to improve Should we play games at
the productivity of their employees. Training is divided into two categories, based work? Companies find that
on how it is organized and delivered. Formal training is carefully planned instruc- playing games allows new
tion with a specific curriculum and instructor. It may be conducted by supervisors, teams to get to know each
experienced employees, or professional trainers. Formal training may be offered by other and builds friendship,
the company, professional and trade associations, schools and colleges, or private respect, and trust. Simple
companies. Formal training can be delivered in traditional classrooms, training board games, puzzles, scav-
centers, laboratories, or organized areas in the workplace. It is increasingly deliv- enger hunts, or problem-
ered using such technology as computers, the Internet, and training simulators. solving challenges offer
Informal training is unstructured and unplanned instruction developed for spe- learning experiences as well
cific situations or individuals. Informal training is often delivered by a supervisor, as fun. Even simple athletic
coworker, or mentor in one-on-one situations with an individual employee or a competitions like miniature
small group of employees. For example, a coworker might show a new employee golf or T-ball can quickly
how to perform a specific job, or a vendor might demonstrate a new piece of develop team spirit.

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