hello

can someone help me reply to these posts

1. K

The biggest mistake I can see would be performing the wrong kind of performance review. Many times for clerical positions the job duties and skills include typing or answering the phone. The supervisor should focus on conducting the right type of review and providing useful feedback. The feedback would not be useful if the supervisor lets the individual know they are a fast typer. A supervisor only sees one day of an employee's work day and should not focus on just this review to provide feedback. Feedback should be more common throughout the year even if an employer only does a review once a year.

The supervisor must prepare in knowing job duties and measuring the results that are relevant and useful for the employee to know. For a day review the supervisor should know what are more common day to day tasks of the employee. For example if phone calls are important look at different results such as if the transferred call was to the correct department or if the employee had to take a message what information are they jotting down. The supervisor however should not focus on a one day result . The supervisor should focus on the bigger picture that could be reports, or other long term duties completed. The feedback should be what was observed for the day, but also the contributions of the employee to the organization. Employees should be told how their contributions are aiding the organizations. The feedback should start with what the employee is doing well and then what was not going well. The conversation should also focus on improvement and what can be done to be successful. The employee should be able to talk about their view of the performance evaluation.

2. M

You are a supervisor for a small clerical support staff to the executives of your organization. (1) What errors might you make when preparing the performance appraisal on a clerical employee? (2) How might you avoid these errors?

1) The errors I might make when preparing a performance appraisal for a clerical employee could be: (1) I don't properly prepare for the performance appraisal. (2) I may give negative feedback as a result of a negative behavior from a member of the staff. (3) I may not practice active listening during the point in the appraisal where I ask the employee for feedback. (4) I may not follow up shortly after the initial performance appraisal.

2) These errors may be avoided by: (1) I could spend time gathering evidence and information related to each member of the staff individually to properly display to them during the performance appraisal. (2) I will need to be able to control the manner in which the feedback is given. I will ensure that any feedback that comes from me is set forth in a calm and positive manner, despite any negative connotation the feedback may hold. (3) When asking the employee for feedback, I will need to ensure I have the ability to actively listen and validate what the employee will tell me. By making eye contact, nodding my head, asking questions, and having positive body language, this will hopefully assure the employee that I am capable of accepting, listening, and caring about the employee's concerns. (4) In order to ensure that the appraisal's purpose is being put to good use by the employee and myself, I will make sure to send out an email or set aside a time with the employee for a phone call to recap what we discussed during the performance appraisal. It may be best to do so via email so that the employee can refer back to it as needed. In doing this, both myself and the employee can ensure we are on the same page about what we discussed and that there is follow through on my end as the supervisor.