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Tips for Employers

Appraisal Form

Performance appraisal is meant to summarize and evaluate an individual's overall performance for the year. Generic performance attributes and definitions are provided for all employees. These attributes address an individual's knowledge, competence and skills as applied to one's work. However, Performance attributes may be added as needed in order to customize the form to the individual's position.

Sample Appraisal Form (to be filled by the employee)
  • Employee Name
  • Position/Title
  • Division
  • Evaluation Period
  • Line Manager/Appraiser
  • How would you rate yourself on the Following

    Attributes Score Max marks
    Quantity of work
    Meeting job requirements on a timely basis 10
    Quality of work
    Effectiveness & Accuracy 10
    Knowledge of job
    extent to which the employee knows and demonstrates all phases of assigned work 10
    Team Spirit 10
    Decision Making Ability 10
    Attendance, reliability and dependability 10
    Planning and organizational effectiveness
    Meeting deadlines, managing resources, and balancing tasks. 10
    Communication Skills 10
    Initiative and creativity 10
    Supervisory ability (if applicable) 10

  • What do I consider to be the important abilities that my job requires?
  • What are my major accomplishments for the past year?
  • What have I done for my personal and/or professional development
  • Employers Comments
  • Employee Signature/Date
  • Evaluator Signature/Date
  • Authorized Unit Administrator Signature/Date (if applicable)
  • The Pre-appraisal Checklist (for the Employer)
    Set a calendar date and time in advance that is mutually convenient for both you and the employee, and that will allow enough time for each of you to do preparation.
Make sure you have
  • The job description and performance standards
  • Goals set from the last appraisal
  • Work rules and procedures
  • Any feedback or letters from customers/co-workers
  • Current disciplinary memos
  • The previous performance appraisal
  • If you have asked the employee to do a self-appraisal, be sure to obtain that early enough so you have a chance to review it as part of your preparation.
Before filling out the appraisal form
  • List the main areas of responsibility
  • What the employee has done well
  • What the employee needs to improve in
  • What you can do to help the employee do a better job

Hire Overseas Employees

Advantages from overseas recruitment includes, new insights and approaches to service delivery that these professional bring with them. The success of any recruitment campaign overseas lies in the planning and allocation of sufficient resources to achieve the outcomes desired. Clarity in roles and responsibilities against milestones and target dates is important, especially when working with an agency. Plans should include the infrastructure required to support the new employees in their successful relocation, from arrival to induction and development.
Steps to plan a successful recruitment campaign are
  • Collect and collate evidence of your recruitment activities in this country
  • Decide where to recruit
  • Identify your unique selling points
  • Develop the infrastructure to support new staff
  • Select an agency (an option to consider)
  • Identify methods to attract the right candidates
  • Identify the selection approaches that suit your needs
  • Carry out essential checks
  • Support and develop the new staff
  • Evaluate the success of the campaign

As a growing number of firms outsource more of their professional services across geographic and temporal boundaries, one is faced with a need to examine the authenticity of the Placement Agency and the candidate.

How to Avoid Employment Scams
If you decide to use an overseas job placement firm, the best way to avoid being scammed is to learn as much as you can about the operation, by : Asking for references.

  • Request both name of employers and employees the company has actually found jobs for.
  • Checking out reliability
  • Contact the local Better Business Bureau, as well as the state's consumer protection agency,
  • to find out if any complaints have been filed against the firm.
  • Finding out how long the Employment Company has been in business.
  • Researching any information, the firm provides to you before you make a commitment.
Donts to avoid illegal recruitment
  • Don't Apply at recruitment agencies which are not licensed by the Overseas Employment Administration.
  • Don't deal with licensed agencies without job orders.
  • Don't deal with any person who is not an authorized representative of a licensed agency.
  • Don't transact business outside of the registered address of the agency. If recruitment is conducted in the province, check if the agency has a Provincial Recruitment Authority.
  • Don't pay more than the allowed placement fee. It should be equivalent to one-month salary, exclusive of documentation and processing costs.
  • Don't pay any placement fee unless you have a valid employment contract and an official receipt.
  • Don't be enticed by ads or brochures requiring you to reply to a Post Office (P.O.) Box, and to enclose payment for application forms and processing of papers.
  • Don't deal with Training Centers, Travel Agencies and Foundations.
  • Don't accept tourist or visitor's visas.
  • Don't deal with fixers.

Salary Negotiable Tips

Employee retention and education begin with a positive employee orientation. The orientation should give the new employee a complete understanding of the flow of the business, the nature of the work, benefits and the fit of his or her job within the organization.

Provide ongoing technical, developmental, managerial, safety, lean manufacturing and/or workplace organization training and education regularly. The type of training depends on the job. Some experts recommend forty or more hours of training a year per person.

A systematized salary negotiation process can help an organization hire the best candidate and fill the position more quickly, minimizing productivity losses stemming from reduced staffing levels. Salary negotiation is a critical step in the hiring process. Professionals with high qualification levels and desired practice area expertise may already be evaluating other opportunities by the time your organization make an offer, so it's important to handle this stage in a timely and effective manner.

Try to keep these basic tips in mind when negotiating, for a better deal.

Research is key
Firms that want to hire the best employees may expect to pay slightly well than their competitors, regardless of the business environment. A review of existing salary levels for similar positions in the industry and local area is the first step toward determining the offer.

Anticipate the employees Interests
Just like you, your prospective employee also has needs and concerns. To persuade him to say yes, your ideas will have to address those things that are important to him.

Act Quickly
Once you have selected the prospective hire, make the offer as soon as possible. A delay can cause you to lose the best applicant.

Provide Encouragement
When presenting an offer, be sure to highlight the reasons someone would want to work at your firm. Prospective employees are interested not only in their career development, but also in staff recognition and bonus programs, advancement possibilities and unique aspects of the office culture.

Set a Time Frame
Give entry-level legal professionals a few days to consider the offer, and allow up to a week for attorneys and more experienced candidates. Applicants who will need to relocate may require additional time.

Be flexible
If a promising candidate seeks a higher salary than budgets allow, explore alternatives. Flexible scheduling is one option gaining popularity among applicants that represents little cost to the organization.

Create Several Options
Joint brainstorming is the most effective way to find ideas that satisfy everyone's interests. It works best when you separate it from commitment, first create possible solutions, and then decide among them.

Focus on Objective Criteria
It is far easier to persuade someone to agree with your proposal if he sees how that proposal is firmly grounded on objective criteria, such as what similar firms pay people of like experience or what others in the company make.

Know When to End Negotiations
When faced with a candidate, who is reluctant to accept an offer, try to discover the source of the hesitation. Consider the potential impact of any changes required to address these concerns or issues.

Think through Your Alternatives
In case you cannot persuade the employee to say yes, you need to have a backup plan. Part of preparation is creating a specific action plan so you know what you will do if you have to walk away from the table.

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