Growthport.com

Performance Management
This Self-Assessment has been completed and forwarded to you by the person identified below on behalf of the company also identified below for purposes of receiving your professional analysis of the responses it contains and your legal advice based upon that analysis.

Contact Name:
Company Name:
Address:
City:
State:
Zip:
eMail Address:
Years in Business:
Industry:
Numer of Employees:
Phone Number:
Percent of workforce Salaried/Hourly (e.g. 70%/30%) :

1. Do written job descriptions exist for all work available at a given location? Yes No

If so, are they current, factual and results-focused? Yes No

If so, how and how often are they communicated to employees?

2. Do supervisors regularly conduct performance evaluations for employees under their direction?
Yes No

Are these evaluations documented? Yes No

What criteria are used?

What ratings are used following such evaluations?

Is documentation required to support those ratings? Yes No

What actions, if any, are taken if performance is found lacking?

By the supervisor?

By the Employee?

How are legitimate disagreements regarding performance handled between supervisors and their employees?

3. Following performance evaluations are job/career-related goals set for employees?
Yes No

If so, how are they monitored?

4. Is employee performance linked to their compensation? Yes No

If so, is this linkage communicated? Yes No

5. Are evaluations regularly reviewed for possible disparate impact on employees' race, sex, religion, age or disability? Yes No

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Important Facts

Studies have determined that Employee-involvement practices generate a 66 percent higher return on sales, 20 percent higher return on assets, 20 percent higher return on investments, and a 13 percent higher return on equity.

Ed Lawler & Susan Mohrman, USC Center for Effective Organizations, Workforce, December, 2001.

Research indicates 25% of managers time is spent on conflict-related issues. Unresolved conflicts impede operations, decrease productivity and increase negative attitudes among staffers

Philip Chard, a psychologist and CEO of NEAS, Inc, 2001.

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