New to HR? Templates, tools and development to make you a seasoned pro in no time.
Shawn Premer shows how doing the right thing for employees leads to positive business results.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
Not everyone agrees that formal appraisals are necessary. SAS, an international 8,000-employee software company headquartered in Cary, N.C., eliminated formal appraisals entirely about three years ago, says HR director Jeff Chambers.
Instead, the company pursued a system for a continuous dialogue on performance. "We told employees, ‘You have a right to feedback, and you can ask for it,’ " says Chambers.
Before he became SAS’s HR director, Chambers was a labor and employment attorney with the company. "I inherited the new system from my predecessor and I was its biggest skeptic," he says. "I was afraid that some managers would never give feedback or would have the attitude, ‘You’re doing fine unless I tell you otherwise.’ "
Despite his misgivings, the system has worked very well. "Whatever you come up with has to fit the company culture, and this fits ours," says Chambers. "We have a lot of trust in our employees to do the right thing and to push to do their best."
HR occasionally facilitates meetings with some of their "tech people who aren’t good at this and would rather send an e-mail" or when an employee comes to HR because of a lack of feedback. "We don’t have to do this very often," says Chambers. "I can count on one hand the number of times we get involved."
He says the company’s biggest challenge was "getting people out of the mindset that this had to happen once a year" and getting them to understand that performance feedback should be an ongoing process. "Good managers know this already," says Chambers.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Talent Attraction Study: What Matters to the Modern Candidate
SHRM Annual Conference & Exposition
SHRM’s HR Vendor Directory contains over 3,200 companies