Documenting Performance

In simple, easy-to-follow terms, Documenting Performance shows managers a formula and system to collect and document performance in specific, behavioral terms.

Many managers and supervisors struggle with how to capture usable, realistic and legal information about their employees. Faced with uncertainty and concerned about legal issues, these same managers opt to document nothing, then struggle when making employment decisions such as promotions, appraisals and terminations. In simple, easy-to-follow terms, Documenting Performance shows managers a formula and system to collect and document performance in specific, behavioral terms. This system can be applied to all company performance systems such as appraisals, discipline processes and reward and recognition programs.

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Consider this program if you know:

Managers and supervisors “build a case” for employment actions after the decisions to take action have been made.
Managers and supervisors complain that it takes them too long to write and keep up with employees’ performance.
“Questionable” and potentially discriminatory information shows up in letters to files, performance appraisals and justification for promotions.
Managers and supervisors have difficulty deciding how and when to share information that has been documented on employees.

Program Outcomes:

Identify the situations requiring documentation in the workplace.
Apply a simple formula for collecting and creating documentation, regardless of the company’s policy or procedures.
Uncover an “editor’s eye” for reviewing documentation and ensuring that it is both fair and purposeful—reducing the chance for employee complaints and auditor claims of violation of equal opportunity employment laws.