The Employee Review Process for Women Entrepreneurs
The Employee Review Process for Women Entrepreneurs
The best way to handle these issues is to manage expectations. Your new employee needs to know what you expect from her and you need to know what she thinks she is capable of doing.
The three step process that helps you manage employee expectations is the review process.
Step One is the job description. You need to have a well-written job description for each position that you want to fill. One of the most important parts of that job description is to give a purpose for the job. Why is that job important to your vision of your business? The more you articulate your business vision and show people how they fit into that vision, the more successful you will become.
The second part of the job description is a more detailed description of the tasks that you need done to support your vision. Many new entrepreneurs have difficulty using crisp and clear language when writing job descriptions. You might say that one of the tasks for your new employee is “Handle all phone messages promptly.” The immediately question that arises is, “What is promptly?” Better language would be, “Handle all phone messages within one hour of returning to your desk in the morning, after breaks and after lunch.” See? It’s very specific and both you and your employee know what “promptly” means.
If you can’t be clear in a sentence or two about what each task in the job entails, you will need to write a procedure for the task. For example, “Clean up patient room after each patient leaves” might be a task you want done. So that both you and your employee know what that means, you could add, “according to the Room Cleaning Procedure and Checklist.”
Step Two is setting up an Employee Review Procedure. This procedure lays out exactly what will occur, when it will occur and how it will occur. It pre-handles the sticky situation of what you do if the new employee disagrees with your evaluation and decision about pay. Within this procedure you are defining your roles. You are responsible for creating a business that thrives so that you can pay your bills, your payroll and make a profit. At the same time, if you are like most women, you care about employees and their welfare. It’s important to create a balance so that you understand where the boundary of what you can do for another person ends and their responsibility for their actions and lives begins.
The Employee Review Procedure, along with other employee manuals and documents defines that boundary.
* The procedure should include the following:
* The purpose of reviews
* The timing of reviews
* How goals will be set
* How activity will be measured
* The recourse an employee has if he or she disagrees with the review
* What will happen if the review is wildly satisfactory or dismally unsatisfactory
Step Three is setting goals for a specific period of time. Like job description tasks, these goals need to be very clear and defined. Avoid fuzzy language. Fuzzy language leads to misunderstanding, resentment and a job that isn’t done to your satisfaction. Goals are best set when they are in relationship to your overall company goals and plans. Everyone in your company must be working to move your business forward to the vision you have in your mind.
Have your employee review the goals and sign off on them. This will help insure that you have communicated effectively. Make sure your listen to her concerns and questions and take action where necessary. It’s o.k. to negotiate during this process, as long as you remember that you, not the employee, are ultimately responsible for the success of the business.
The Employee Review Process for Women Entrepreneurs - To learn more about this author, visit Casey Dawes's Website.
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Your business has grown and you have just hired your first employee. She (or he) can do most of what you need to have done. You have promised her a review in 90 days, and possibly a pay increase. The thought makes you nervous. What if she doesn’t do well? Do you have to fire her and begin the process all over again? What if she argues with you? How will you handle that? What if your definition of “clean and neat” is different from her definition of “clean and neat”?
The best way to handle these issues is to manage expectations. Your new employee needs to know what you expect from her and you need to know what she thinks she is capable of doing.
The three step process that helps you manage employee expectations is the review process.
Step One is the job description. You need to have a well-written job description for each position that you want to fill. One of the most important parts of that job description is to give a purpose for the job. Why is that job important to your vision of your business? The more you articulate your business vision and show people how they fit into that vision, the more successful you will become.
The second part of the job description is a more detailed description of the tasks that you need done to support your vision. Many new entrepreneurs have difficulty using crisp and clear language when writing job descriptions. You might say that one of the tasks for your new employee is “Handle all phone messages promptly.” The immediately question that arises is, “What is promptly?” Better language would be, “Handle all phone messages within one hour of returning to your desk in the morning, after breaks and after lunch.” See? It’s very specific and both you and your employee know what “promptly” means.
If you can’t be clear in a sentence or two about what each task in the job entails, you will need to write a procedure for the task. For example, “Clean up patient room after each patient leaves” might be a task you want done. So that both you and your employee know what that means, you could add, “according to the Room Cleaning Procedure and Checklist.”
Step Two is setting up an Employee Review Procedure. This procedure lays out exactly what will occur, when it will occur and how it will occur. It pre-handles the sticky situation of what you do if the new employee disagrees with your evaluation and decision about pay. Within this procedure you are defining your roles. You are responsible for creating a business that thrives so that you can pay your bills, your payroll and make a profit. At the same time, if you are like most women, you care about employees and their welfare. It’s important to create a balance so that you understand where the boundary of what you can do for another person ends and their responsibility for their actions and lives begins.
The Employee Review Procedure, along with other employee manuals and documents defines that boundary.
* The procedure should include the following:
* The purpose of reviews
* The timing of reviews
* How goals will be set
* How activity will be measured
* The recourse an employee has if he or she disagrees with the review
* What will happen if the review is wildly satisfactory or dismally unsatisfactory
Step Three is setting goals for a specific period of time. Like job description tasks, these goals need to be very clear and defined. Avoid fuzzy language. Fuzzy language leads to misunderstanding, resentment and a job that isn’t done to your satisfaction. Goals are best set when they are in relationship to your overall company goals and plans. Everyone in your company must be working to move your business forward to the vision you have in your mind.
Have your employee review the goals and sign off on them. This will help insure that you have communicated effectively. Make sure your listen to her concerns and questions and take action where necessary. It’s o.k. to negotiate during this process, as long as you remember that you, not the employee, are ultimately responsible for the success of the business.
The Employee Review Process for Women Entrepreneurs - To learn more about this author, visit Casey Dawes's Website.
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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