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Casual Articles - Getting the Most from Appraisals
Federal and state directives require that background checks be performed for certain jobs. For example, most states necessitate criminal background checks for anyone who works with children, the elderly, or disabled. Many state and federal government jobs insist on a background check, and depending on the kind of job, may require an extensive investigation for a security approval. A background check provides a person with an opportunity to substantiate information offered by their candidate.The federal government takes a long time to decide whether to grant U.S. residency to some legal immigrants. This often grants the applicants numerous temporary benefits before all background checks are done, leaving the country vulnerable to security risks. In order to prevent this quick and effective background checks have become extremely vital and important. Federal background checks require employers to check potential and current workers for several reasons. The things an em
If you are the ‘appraiser’
Many medical billing agencies are actually full blown stores that do over the counter and prescription sales. Because this isn't a standard practice, this functionality is usually considered an add-on when purchasing your DME software. Not only is the software portion an add-on but there is some hardware that comes with it as well. We're going to give a brief overview of the retail sales setup so billers will know how they work and how they tie in with the medical billing procedure.In a typical medical billing procedure, the patient had some work done off site at a facility or doctor's office. The agency then gets the bill on behalf of the patient and sends it to the insurance carrier for payment. In the case of retail sales, usually what happens is that the doctor will prescribe some kind of medication or even a device. The patient will then take the prescription to the retail establishment, where the billing also takes place and has the prescription filled.
Are appraisals worth doing? If done properly – yes. If done poorly – no!!!
Why have appraisals? When carried out properly they can achieve a number of benefits for all parties. The organisation, the manager and the appraisee can:
- establish current levels of performance, and the organisation benchmark across departments or functions,
- identify ways of improving performance, individually and collectively,
- set clear goals for the future,
- assess potential and desire for development,
- establish the appropriate means of motivation,
- improve communication throughout.
- It is an annual process
- Nothing has happened with the outcome of the last one
- There is no on-going feedback or review of progress
- Things can change in between, whether it is the manager or the job!
- The process is not taken seriously from the top
- The organisational culture views the whole process as a chore to be endured
- Insufficient preparation time or effort
- The ‘recency’ effect where only the previous 6-8 weeks are reviewed
- Too much focus on the negatives or problems of the year
- It is too subjective and too much is based on opinion
- It is too time consuming and interferes with day-to-day work
- Appraisals are just part of the salary negotiation
When you look at what can be achieved and compare the benefits with the reasons why they often fail to deliver, you can see that a lot of this is due to the attitude of the organisation and the line managers, starting from the top!
Think about what can happen when appraisals are handled in a constructive manner. They allow the organisation and individuals to:
- learn from the past to improve the future
- build on successes and strengths for the future
- recognise individuals’ strengths and abilities
- identify areas to develop skills and knowledge
- value individual contribution
- improve working relationships through clear communication
One challenge in many organisations is to use the current system effectively. Too many people get caught up in worrying about the paperwork – whether designing a new set or using the existing. I recall working with one client in developing a good, thorough, process only to be questioned by some directors from their Scandinavian partner about why we were going to so much trouble. They held up a blank sheet of paper and explained that was their idea of all they needed for a productive appraisal!!! They are right. The reality is that a productive appraisal owes more to the quality of the communication between the people involved than to the paperwork!
Should appraisals involve salary reviews? This is a quandary with no straightforward answer. When they do, there is a risk that the amount of the rise becomes the absolute focus of the discussion and can even be a negotiation. If they don’t, how objective is the salary award when it is given? My own view is that the salary review and appraisal can be linked, yet held very separately. There is no reason for not holding the appraisal, setting some goals and even specifying some behavioural change and then using this as a part of the salary discussion. Although there is a risk in having the appraisal and salary combined – it can work, regardless of the gap. After all, shouldn’t salary and raises reflect performance rather than just opinion? If appraisals are carried out well and constructively there should be a fit between the two.
Everyone involved has to take their share of responsibility for making appraisals work. While the tips below will not guarantee success, they will help you to get more from the process, whatever your role.
If you are the ‘appraiser’
The Dynamic Environment
Service companies find the scheduling of work orders a volatile and dynamic environment. Throughout a technicians day work orders are added or rescheduled causing the schedules to change. This creates an issue because the technicians in the field need these changes to be communicated efficiently.Many companies find them selves communicating these issues over inefficient information channels (e.g. cell phones). Personnel from an office need to communicate these changes to the technician which consumes the time of both resources and is prone to error.Translucent Scheduler 2007 has a solution to this problem through mobility. Our product has mobile services which allow technicians in the field to access their work orders through there internet enabled devices.Mobility without the Price Tag
Software that provides mobility can sometimes be costly due to poor implementations by the software v
- The process is not taken seriously from the top
- The organisational culture views the whole process as a chore to be endured
- Insufficient preparation time or effort
- The ‘recency’ effect where only the previous 6-8 weeks are reviewed
- Too much focus on the negatives or problems of the year
- It is too subjective and too much is based on opinion
- It is too time consuming and interferes with day-to-day work
- Appraisals are just part of the salary negotiation
When you look at what can be achieved and compare the benefits with the reasons why they often fail to deliver, you can see that a lot of this is due to the attitude of the organisation and the line managers, starting from the top!
Think about what can happen when appraisals are handled in a constructive manner. They allow the organisation and individuals to:
- learn from the past to improve the future
- build on successes and strengths for the future
- recognise individuals’ strengths and abilities
- identify areas to develop skills and knowledge
- value individual contribution
- improve working relationships through clear communication
One challenge in many organisations is to use the current system effectively. Too many people get caught up in worrying about the paperwork – whether designing a new set or using the existing. I recall working with one client in developing a good, thorough, process only to be questioned by some directors from their Scandinavian partner about why we were going to so much trouble. They held up a blank sheet of paper and explained that was their idea of all they needed for a productive appraisal!!! They are right. The reality is that a productive appraisal owes more to the quality of the communication between the people involved than to the paperwork!
Should appraisals involve salary reviews? This is a quandary with no straightforward answer. When they do, there is a risk that the amount of the rise becomes the absolute focus of the discussion and can even be a negotiation. If they don’t, how objective is the salary award when it is given? My own view is that the salary review and appraisal can be linked, yet held very separately. There is no reason for not holding the appraisal, setting some goals and even specifying some behavioural change and then using this as a part of the salary discussion. Although there is a risk in having the appraisal and salary combined – it can work, regardless of the gap. After all, shouldn’t salary and raises reflect performance rather than just opinion? If appraisals are carried out well and constructively there should be a fit between the two.
Everyone involved has to take their share of responsibility for making appraisals work. While the tips below will not guarantee success, they will help you to get more from the process, whatever your role.
If you are the ‘appraiser’
One workshop participant asked this question:I’m designing a performance measurement system for our in-house technology team and have run into a disagreement with my boss.He would grade a support technician as ‘A’ if the Service Level Agreement (SLA) norms have been met, and ‘A+’ for any additional enthusiasm shown.I want to give only 50% for meeting the SLA norms since these are non-negotiable specifications. The remaining 50% I would give for enthusiasm, special assistance and ongoing development of the expert. What do you think?Here is my reply:You need to clarify with your boss and the rest of the in-house team what an ‘A’ should actually stand for.In most schools, ‘C’ is ‘satisfactory’ – which means all the ‘non-negotiable’ specifications have been met. I also refer to this as ‘customer satisfaction’.‘B’ is ‘good’ (B+ is very good) – which means all specifications are met
One challenge in many organisations is to use the current system effectively. Too many people get caught up in worrying about the paperwork – whether designing a new set or using the existing. I recall working with one client in developing a good, thorough, process only to be questioned by some directors from their Scandinavian partner about why we were going to so much trouble. They held up a blank sheet of paper and explained that was their idea of all they needed for a productive appraisal!!! They are right. The reality is that a productive appraisal owes more to the quality of the communication between the people involved than to the paperwork!
Should appraisals involve salary reviews? This is a quandary with no straightforward answer. When they do, there is a risk that the amount of the rise becomes the absolute focus of the discussion and can even be a negotiation. If they don’t, how objective is the salary award when it is given? My own view is that the salary review and appraisal can be linked, yet held very separately. There is no reason for not holding the appraisal, setting some goals and even specifying some behavioural change and then using this as a part of the salary discussion. Although there is a risk in having the appraisal and salary combined – it can work, regardless of the gap. After all, shouldn’t salary and raises reflect performance rather than just opinion? If appraisals are carried out well and constructively there should be a fit between the two.
Everyone involved has to take their share of responsibility for making appraisals work. While the tips below will not guarantee success, they will help you to get more from the process, whatever your role.
If you are the ‘appraiser’
Most employees consider healthcare coverage the most important of all employee benefits. At the same time, it is an attractive benefit for many employers too. By pooling risk, business houses can buy health coverage much more cheaply than individuals. Tax benefits also ensure that healthcare is a very cost-effective way to compensate employees.There are three popular health benefit programs for employees: traditional, HMO, and PPO. Some employers will offer just one or two of the three. Other business houses, especially ones with a diverse group of employees, will opt for all three.Traditional health insurance offers flexibility to employees. They can visit any doctor or hospital they want and receive coverage for any treatment covered under the policy.Its major problem, however, is cost. Premiums for traditional insurance are generally higher than for other kinds of plans. It is also costly for employees, because most plans require costly deductibles a
Should appraisals involve salary reviews? This is a quandary with no straightforward answer. When they do, there is a risk that the amount of the rise becomes the absolute focus of the discussion and can even be a negotiation. If they don’t, how objective is the salary award when it is given? My own view is that the salary review and appraisal can be linked, yet held very separately. There is no reason for not holding the appraisal, setting some goals and even specifying some behavioural change and then using this as a part of the salary discussion. Although there is a risk in having the appraisal and salary combined – it can work, regardless of the gap. After all, shouldn’t salary and raises reflect performance rather than just opinion? If appraisals are carried out well and constructively there should be a fit between the two.
Everyone involved has to take their share of responsibility for making appraisals work. While the tips below will not guarantee success, they will help you to get more from the process, whatever your role.
If you are the ‘appraiser’ If you are the ‘appraiser’ Finally, there should be a sense of agreement about what has happened, what will happen and how. To reinforce the effectiveness, avoid making it just an annual event. Set on-going reviews to monitor progress towards the goals, to support any training or development and to improve communication between bosses and teams. An idea for all is to keep some notes throughout the year of successes and any particular challenges or events you want to recall later. It will help to reduce some of the subjectivity of poor appraisals and also makes sure things are remembered throughout the year!
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Digital Signage - Five Things You Need to Know, Five May Not
So what will you put on your resume when you apply for your first “job” in 3, 5, 10, 15 years?Depending on the work you are applying for, this can be challenging. Challenging but not impossible.The concept of putting “Domestic Engineer” or some other fancy way of describing time as a homemaker may seem amusing, but it doesn’t fool anyone.Rather, concentrate on the SKILLS you used in the various things you were doing.Pulling skills out of activities is in itself a skill, but a skill once mastered that is easy and even fun to use.From being a homemaker you have many, many valuable skills.Did you volunteer? This is a job. Just because it wasn’t paid, doesn’t make it any less valuable as a venue where you contributed effectively and gained new skills.You want to look carefully at the position for which you are applying – and this means doing this for every position. One resume does not fit all jobs.ever your role.
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