Developing Our Most Important Resource, Our Human Resource!

8264 136 Street North
Seminole, Florida 33776
Phone/Fax 727-389-6152

Steven P. Rosenthal
President

The Training Tree, Inc. Seminar Development

Each seminar is available in a three or six hour format. Separate versions have been developed for private sector and public sector clients. These are sample titles. Each seminar is custom designed for your organization.

• Action Plans & Accountability

• Becoming Customer Focused

• Constructive Action Team: Putting The CAT To Work For You

• Customer Service: Making The Transition From Regulator To Enabler

• Counseling for Results

• Dorothy and Leadervision: Managing from Oz

• Developing A Negotiation’s Team

• Ethical Decision Making

• Getting Things Done

• If It Was So Common It Would Just Be Called Sense

• Managing and Coping With Change

• Managing Meetings: Why Some Work and Others Don’t

• Negotiating Your Way To Success

• Negotiations Skills Workshop

• New Supervisor’s Workshop

• Performance Appraisal: In Search of the Ultimate System

• Personality Charting: Understanding Your Team

• P.I.C. Your Way To Improvement: Creating a Performance Improvement Process

• Positive Mental Attitude-PMA

• Problem Solving: Navigating Around The Decision Traps

• Process Improvement For Those Who Hate TQM

• Selection Process: From Type To Process

• Sexual Harassment: The Liability Game (Creating A Harassment Free Environment)

• Sherlock Holmes and The Hiring Process

The Why and Why Nots Of Performance Appraisal!

Remember, formal performance evaluations do not stand by themselves as the only way an employee should attain feedback on his/her performance. The supervisor is the key to effective communication concerning standards and performance.

Organizations continually strive to reconstruct and revitalize existing evaluation forms. Supervisors likewise strive to find the objective system that will make performance reviews more palatable. When talking with supervisors and managers from both private and public entities the following are given as criticism of their existing system.

1. The form is a generic, standardized form.

2. Appraisals are done once a year.

3. The system is too cumbersome.

4. Compensation is tied to the evaluation and they have a unit cap for raises.

5. The process is subjective and not consistently applied.

6. The format of the appraisal does not conform to what the employee actually does.

7. The process does not have reinforcement or monitoring features built into the system.

What we want to accomplish in the evaluation/appraisal process should dictate the steps towards that accomplishment.

Do we want to have:

1. Better communication/interaction between supervisor and employee?

2. Provide for short and long- term planning of activities?

3. Clarify what performance is expected?

4. Provide feedback opportunities?

5. Establish responsibility for performance with the employee?

6. Have a basis for promotional or salary decisions?

Performance appraisal systems are not perfect. There is no optimum system. Organizations that focus on pay for performance and then restrict and cap raises will create their own problems. It is important to recognize that every system has it’s limitations and trade-offs. Positive and constructive contact between supervisor and employee, regardless of the format or form, is the pivotal aspect of whether the system is working or not. The worst of systems can be overturned by positive communication between supervisor and employee. Unfortunately the opposite is not true--The best of processes will not compensate for poor or non-existent contact between evaluator and evaluated.