Hi,

I have a query, if we are extending probation period of an employee and if we want to give him a chance to prove him/herself for confirmation, what should be the method of evaluation ?

Jigar

Hello Jigar,

Depending upon the situation, you need to first brief the employee on the roles which he need to perform, what are the guidelines on which he would be evaluated over a time period.

try following the below given steps..

1. Assign a mentor (if he is lacking on a particluar skills)
2. Communicate the role he needs to perform and understnad what he expects ( this will be a motivational factor for him, if you can incorporate his expectations in to the goals)
3. Assign goals he need to achieve over a time period
4. Evaluate his performance on the goals
5. Apart from the goals you can evaluate the employee on a aset of Competencies realted to the role he is performing (before the goal setting and after the "period is over")..this would give the employee an understanding of where he is ..and how he can improve..

I hope this helps you ...in case if you come across something different do inform me..

Regards,

Nikhil

If you really want to motivate the employee to prove him self You (Management) should not be extending his probation period...This would mean negative motivation. On the other hand i suggest as a good HR practice that... You have talk with him on the all the aspects..it would be like a appraisal discussion. Describe to him the gap between the expectations and his working style with sound data tell him that we (management) would still like to go ahead with your confirmation but you would be required to make significant improvements in the areas the Management wants him to make... set a date of review with him

this would make him aware of the situation and at the same time would be motivated with his confirmation to prove his worth.

This would take both the sides a long way in building a positve and growing relationship.

Regards

VijayRaj

Hi friends,

Nice approach Vijay, I agree with the Human sentiment and all about motivation, but credit given wrongly should not be tolerated, ( I don't know how the candiadte has perofrmed and on what basis his probation period is being extended) If it's a genuine case than , I guess it should not be confirmed, definitely how you communicate the increase in the probation period is quite vital. Ultimately if the cnadidate is a misfit you are going to harm his/her career by making him stick with the company...moreover if it's a misfit it's better to have a separtion in the probation period rather than confirm the employee and than have the separation..

Cheers,
ArYaN

..."When someone says he is hungry, if you give him a fish you will appease his hunger for a while, but if you teach him to fish you will give him a life time of appeasement.."

Knowing the process for the future is always good. Trust you will be able to see this document and evolve a method of tackling the situation by yourself. Being external we actually can't empathize wholely with whatever you say.

These are few of the faq's related to performance management..

Q: What is performance management?

Performance management is an on-going feedback process designed to help your staff grow and develop.

Q: Why do performance management?

· To acknowledge and affirm appropriate behaviors, to support staff in their endeavors, to teach, coach, counsel, where improvement is needed.

· Finally, to develop each of your staff member's potential.

Q: What are the characteristics of an effective performance management program?

· Specific Performance standards are established and communicated.

· Performance is appraised on the basis of results/output (quality, quantity, timeliness).

· Communication and feedback are provided on a continuing basis.

Q: How do you plan the performance management process?

Use a tool such as the performance roadmap to help you plan and execute each step. Develope a road map if you can't find one.

Q: How do you actually get started?

· Create written performance expectations and competencies with the employee

· Determine if a gap exists between skill level and expectations - if so, provide opportunities to bring skills up to expectations.

· Establish a system of on-going assistance, collaboration, and review.

Q: How do you begin gathering data?

· Determine what data collection methods to use: o For example, observe behavior, talk to customers, talk to the employee, talk to co-workers. Be sure to inform the employee up front.

· Communicate regularly with employees about how well they are meeting or not meeting the expectations and give specific examples; don't generalize.

· Collect data in a useable format such as notes from customers, notes to yourself, notes from employees.

Q: What are some examples of direct action that should be taken to communicate performance expectations?

· Give feedback promptly - identifying both strengths and weaknesses.

· Let employees know if they are not performing up to expectations as it occurs; don't wait several months or until annual review is due.

· Write down performance expectations and review them with employees.

· If the job has changed, make sure that the expectations have been updated and shared with employees.

· Work to develop a trusting relationship by creating an environment of mutual respect.

Q: How do you set the stage for the employee to prepare for the review?

Inform the employee of the process and insure that:

· A time and place convenient to both supervisor and employee has been reserved for the discussion.

· Enough time has been allowed for discussion.

· The employee is provided with a list of performance goals from previous review if still appropriate or of expectations if a new-hire.

· An opportunity is provided for employee to provide feedback on whether these expectations are still appropriate.

· The employee has reviewed the performance review tool.

· The employee is prepared to discuss future goals.

Q: Have you prepared yourself for the appraisal session? Did you...?

· Collect data and measurements.

· Compile key performance issues to include in performance appraisal.

· Write a first draft of the document.

· Practice with a trusted colleague if you have difficult information to share.

Q: How do you conduct the appraisal session?

· Use a quiet space, free of interruptions.

· Set the stage for open, comfortable, two-way communication.

· Reinforce positive behaviors.

· Lead the employee through a self-evaluation; refrain from interrupting with judgments.

· Review pre-determined goals and explore whether they have been met.

· If there is a gap between expectations and behavior; be specific and use examples.

· Reach agreement on past performance and plan for the future.

Q: How do you deal with a non-performer?

· Focus on specific behaviors and outcomes, not personality.

· If skills are deficient, provide opportunities to improve them.

· Obtain the employee's commitment to resolve the performance problem.

· Achieve agreement on how the employee will solve the problem(s).

· Agree on a plan to meet in the future to check progress. Document plans and agreements.

· Support constructive efforts: praise improvement and provide constructive feedback.

Q: What about confidentiality?

· Individual performance reviews are confidential and should be stored on private/not shared computer drives and in personnel folders/file cabinets with limited access.

· Outdated reviews should be shredded.

Trust this will help.