describe the benefits of employee performance appraisal.?
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It's supposed to help give you benchmarks, so that you know on paper where management perceives your strengths and weaknesses are and then ideally (if you have a good management team) steer you towards how to take your performance to the next level in your position. It also gives you an opportunity to rebut anything formally, so if you feel that you're being treated unfairly or your performance isn't being recognized for it's true value you can put that to writing and if there is a huge discrepency between your perception and your manager's then HR or the Owner or someone can hear both sides.  They shouldn't be anything but good for you, if you're doing your job correctly and if you have a good manager.  It's very good to go in prepared though with what you feel are your acoomplishments for theperiod being reviewed, because as idealistic as I just made it sound, there will be managers that take credit for your work, there will be stuff you did that get's "overlooked" because there just  isn't enough budget to give you the raise that the work warrents.  It really is done to help you though, if done correctly
513008
Absolutely. Avoiding troubled employees boosts productivity and reduces liability.
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check out http://compensation.blr.com/compensation/employee_performance_evaluation_samples.cfm
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i would make a list of job performance skills on a spreadsheet and then have a column for meets expectations, exceeds expectations and lower than expectations.\n\nsome generic examples would be:\nCustomer service\n--greets customers when enter the store\n--assists customers in finding what they need\n\nyou can include other categories by looking at what you expect them to do.\nattire (are they presentable for work?), do they keep their work area tidy?, appropriate use of supplies (are they wasteful?), proper procedures (do they use equipment properly without assistance, do they reach goals by scanning, typing, processing documents)\n\nthere are many ways to evaluate your employees, i suggest coming up with something that is job specific and charting it.\n\nmake meets a certain number of points, exceeds a certain number and below a certain number, like 3, 4, 5.\nthen add their points up and divide by how many topics evaluated on and you will get a number around 3, 4, or 5 so you know if they met, exceeded or were below expectations. then attach a certain pay increase to each rating.\n\nexample:\nthey were evaluated on 9 things and received:\n3, 4, 4, 4, 5, 5, 3, 4, 4 =36\n36/9 = 4  so your employee meets expectations that means they get a certain pay increase.\n\nyou can give them either a set amount like $.50, or 2 %...whatever works with your payroll budget.\n\nand of course, if they don't agree with soemthing you say, then take the documentation and evaluation to your supervisor and let them decide on the final judgement.\n\nhope this helped it's set-up like evaluations we used a large reatil company i worked at for many years.
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ADVANTAGES\n\n1) It allows a supplier to be innovative and develop economy in his processes because he can count on long-term business with a purchaser. \n\n2) Operational advantages.  Two suppliers can both produce excellent materials, but there will be differences between the two.  A change in material from one vendor to another causes a loss in time. \n\n3) Lot-to-lot variation from any one supplier is usually enough to give fits to manufacturing.  It is reasonable to expect that variation between lots from two suppliers will give even more trouble. \n\n4) Simplification of accounting and paperwork from decrease in number of suppliers and fewer shipping points.\n\n5) When you can count on quality parts then less time and money is spent on inspection of parts received.  \n\nDISADVANTAGES\n\n(1) May limit an organization’s flexibility and agility. While a long-term plan is required to achieve a complete quality transformation, but a long-term plan that has been pursued for a long period may become an end unto itself. \n\n(2) It calls for organizational change, it does not demand radical organizational reform. Real quality improvement requires radical structural change, such as flattening organizational structures. It requires liberation of employees from stifling control systems and the tyranny of functionalism, both of which stifle teamwork.\n\n(3) It  delegates the determination of quality to quality experts rather than to "real" people.  It takes what is common sense to the ordinary worker and makes it sound complicated by changing the name and dressing it up with technical language.\n\n(4) It calls for the elimination of performance assessments that rate employees in relation to each other.  Many managers feel performance assessments let them document employee performance for possible reward, but some employees fear the assessments might be used against them in some disciplinary actions. Performance assessments may give employees with grievances the documentation they need to prove managers are treating them unfairly. Without them, managers could make unfair accusations about an employee’s performance and the employee would not have the documentation to counter the claims.\n\n(5) It focuses manager attention on internal processes rather than on external results. When this is taken to an extreme, managers may become too preoccupied with internal issues and ignore the shifting perceptions of customers.
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your boss will look at your record for the past year.  \n\nHow many major mistakes you made.\nHow many projects you completed satisfactorily and on time.\nhow many days you left early\nhow many days you come in late\nDo you get along with the other people in the office?\nDo you complete your duties in a timely manner?\nare you helpful to others if you are not busy?\nDo you anticipate what needs to be done? or do you have to be told every little thing?\n\nThese are the kinds of things your employer will be looking at.  Your raise will be based on what you contribute to help the company earn more money.
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Do you really need to ask how management can benefit by understanding how their employees and clients think?
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AWARDS OR REWARDS,or ADDED BONUS,
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Very important.\n\nThese are your employees that have been trained, knows your business, understand their job, and has proven track record within the company. These are employees that are already performing, and performing well. In many cases, these employees are critical to the operation of your business. \n\nNew employees have learning curve to understand the business, to understand their jobs and to understand the culture of your company. They need to be trained, and it takes months or years to show their potential.
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Its pretty much the way it sounds. Your peformance evaluation is based on how well you are preforming:)\nUsually you will sit down with your manager and set a budget or sales goal. At the end of a set term, your bonus or whatever will be determined by how well you met that target.
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Benefit administrators explain, summarize, and publish material which describes to employees their rights and obligations under their benefit plans (healthcare, life insurance, 401 (k) plans, workes compensation). Benefit administrators handle grievances, take suggestions, and act as intermediaries between benefits providers and employees. Benefits employees spend their time on the telephone, either with providers or clients, explaining procedures and getting information, writing, reading, and researching reports. Benefits administration is one outcropping of the corporate culture it supports; many who enter the industry with the belief that employee benefits should help the employee at any cost are rudely awakened. Decisions on benefits are made in the context of this corporate culture, particularly with an eye to the bottom line. Benefits administration is a way of providing employees with support, a safety net, and advice on investments, but any decisions that help the employees should help the company as well. Administrators must have a strong sense of self and an ability to explain benefits plans clearly. “Expect to be blamed for everything from the client not filling out their forms properly to a rude pharmacist,” said one seven-year veteran. Balanced delicately between the clients and the providers, benefits administrators prove good targets for dissatisfied members of either side. This was cited as the largest downside of the profession, and may contribute to the number of administrators who leave the field between years three and six (nearly 35 percent). But this frustration is frequently offset by the general sense of helpfulness that benefits administrators feel in offering people options, educating them about their plans, and helping them through a confusing and intimidating healthcare system.
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Depends on what office you are running. But typically there are 2 major components on which you rate employees: \n1: Goals: Actual Work Content which an employee is supposed to do and how well he did. Ofcourse you need parameters to measure an employee so that the judgement is as impartial as possible and is a standard. So you can have more than 1 goal and evaluate at the end of the period (3months - 6 months - 1 year) how well he has done. Rate the employee out of 5 with 5 being extraordinary, 4 being more than expeceted, 3 good job, 2 mediocre and 1 being less than expected. \n2: Other parameter is skills like: \na) communication skills\nb) team skills\nc) innovation\nd) hard working \ne) attitude etc. \n\nYou can again have a rating system of this set and take an average of the 2 compoenets to arrive at final conclusion. \nHope this helps
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guests like the employees with long records which means the hotel is a good emplyer in keeping employees satisfied. New employees are not fully used to their work environment. So it does make a big difference.
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First, the compensation is very good. Second, the environment is a nice place to work with and the most important the employer, the more the employer give motivations to their employees the more the employees will stay in thier company. Got it.
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Sales improve, morale increase, low employee turnover rate, lower cost, higher level of customer satisfaction, improved profit, fewer conflict, less complaint by customers... depend on subject and the objective of your training! (Your question is not specific enuf.)
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You can find benefits here.\n\nhttp://www.mybenefitsplus.com/40374893
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Some benefits include:\n\n1.Reinforce your brand each time an employee sends an email\n\n2.Ensures your company maintains a consistent professional profile\n\n3.Differentiates your company from competitors by providing a flexible communications tool\n\n4.Increases productivity and efficiency by directing recipients to relevant sections of your website, or to a freephone number\n\n5.Enables your company to send targeted and focused messages, increasing brand awareness\n\n6.Can be incorporated as part of a lead-generating process, using Web links\n\n7.Increases customer retention through more effective and continuous communications\n\n8.Contributes to the identification of new business opportunities by making your brand more visible \n\n\n\nI have also included a link that defines how to establish one and what to consider when creating your first campaign.