Not all workers perform equally well.

How do you deal with both the good and the bad effectively?

Abdul Haseeb Shahnawaz (3931) Hammad Ali Qureshi (3935) Ansab Khan (3925) Syed Ahmed Kabeer (3921)

You are facing one of toughest challenges in managers JD Annual performance review day for your team You have to delivered the form by 5pm And the first employee up is a problem case,
He is not a team player Display a lot of bad attitude But, he has extra ordinary bouts of creativity that have been important to the departments success.

What do you say to get him to improve?

The process often requires a manager to give bad or mixed news to a colleague, or even a friend. Following some rules based research, experience, and common sense can help ensure that performance review actually result in better performance.

People perform well or badly in their job not only virtue of intelligence or training, but also according to personality No rules can govern how to interpret the infinite variety of human behaviour and relationship An understanding of how each personality fits the task Which employees can work together well.

Perhaps the person you are about to upset with a bad review might be excellent in another position. Ask yourself
Does he have the capacity to improve? Is he in the right job, or are there creative opportunities to redistribute workload so everyone is doing what inspires them most? Is this someone whos doing his adequate best in a necessary position, and should I leave well enough alone?

Priscilla King, human resources director for information systems and service at General Motors, has some advice.
Distinguish between traditional corporation and flatter corporations Which believe in turnover and increase 10% performance every year. Identify the goals for the employee and stress how the boss will help them improve. Then they move to development objectives.
Training New assignments New projects Career planning How well the employee has met goals established at the last session.

Kent quote the lines from the novel, People ask you for criticism, but they only want praise. Kent suggest the following questions into the interview:
Are you happy here? Do you want to stay? Are you working hard enough? Are you getting enough play time? Are you satisfied with your compensation? Are you looking for promotion? Do you appreciate your peers? Do you feel they appreciate you?

Employee will often identify performance problems and this sets up the supervisors as a coch rather than a displinarian. The supervisor and the employee see performance differently. The lower paid employee, not the supervisor, spends the most time in documentation.
The goal of the evaluation process should be to improve the collective performance one individual at a time. Dont talk about penalties for failure, talk about reward for success.

If the performance is bad, hold out some hoe for improvement. Be prepared to describe the appeal process. Defuse the review as much as possible. Stick to clear performance criteria rather than attack the subordinates personality, which isnt likely to change.

All organization depend on a stable of average performers. Not everyone has the capacity to be a star. Are the persons expectation realistic? Watch out for personal pleading. If blaming performance lapses on factors outside the job becomes a habit, the reviewer should find a gentle way to point this out.

Commend the star employee in detail so you can reinforce positive performance. Make the rewards for the achievement clear. Think creatively about how you can provide the high achiever with new challenges.

Nothing reflects more on your own review than the performance you get out of you subordinates.