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Communicate better, improve performance, and defend yourself from legal challenges by producing more effective performance documentation. Employees are more productive when they know what is expected of them. Employee discipline is easier when documents are in order, and high standards are met when directions are clear. Learn simple, stress-free methods for collecting the right information, keeping the right records, and tracking performance outcomes. Good documentation has many advantages including eliminating subjectivity in performance appraisal ratings, serving as a basis for training and development, as well as a source for rewards and recognition.
Many managers find it difficult to make time to document the performance of employees who are performing poorly. Additionally, they often forget to have records that show why excellent employees are performing well. Better documentation can be produced when employees and supervisors are engaged in the process of agreeing upon performance targets and agreeing upon what information to gather to prove that these goals were met. Employees who are trained to track their performance gain a greater appreciation for performance standards and expectations. This increases the employee's sense of ownership in their work and pride in the outcomes they produce. Documenting performance is not only good for the bottom line, it is good for employee morale, because every employee wants to know that they are doing a good job.
Chris Lee is a human resources practitioner, lecturer, researcher, and author. His background includes having served as the chief human resources officer for three different colleges or universities and a state college system.
He is a former question writer for the PHR and SPHR examinations administered by the Human Resources Certification Institute (HRCI). His areas of expertise are employment, training, and performance management - or, in his words, "finding, developing, and managing talent in organizations." He is the author of numerous human resources related articles and two books, including Performance Conversations: An Alternative to Appraisals. He is currently completing his next book tentatively entitled Managing Behavior: The Other Half of Performance.
He has presented at conferences and has consulted with clients in the US, Canada, Australia, and South Africa on HR related topics. He holds a master's degree in HR Management, a doctor of philosophy degree in HR Development, and he is also certified as a Senior Professional in Human Resources.