10 steps to objective appraisals

Article Abstract:

Employee appraisal processes seem to have misplaced their emphasis; managers tend to write inaccurate appraisals when they are concerned with proving every observation. Employee appraisals should focus on people rather than forms. To conduct an objective and useful appraisal, managers are urged to: separate employee evaluation meetings from raise review processes, focus on standards that reflect job responsibilities, make employee appraisals an ongoing process instead of an annual review, work toward achieving an understanding rather than full agreement, discuss performance in terms of specific examples, encourage ratings from others, evaluate results (rather than intentions or efforts), discuss positive and negative performance equally, minimize subjectivity, and become skilled at completing appraisal forms. Two factors that produce unfair appraisals are imprecise performance measures and managerbias.

Methods, Management, Employee motivation, Employee performance appraisals, Performance appraisals

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What to expect - and demand - during property appraisals

Article Abstract:

Personnel managers assisting relocated employees with selling their homes should understand property appraisal procedures. A property appraisal estimates the most probable sales price of a house, using the market approach to value. The appraisal should consider the property in an 'as is' condition. The appraisal should compute what the property will sell for in the current marketplace. The appraisal should reflect any adjustments to the value created by discount mortgage points. Broker price opinions should accompany all appraisals. There should be constant communication between the appraiser, the employee being relocated, and the personnel manager responsible for administering the relocation.

Analysis, Human resource management, Valuation, Real property, Real estate appraisal, Tax assessment, Employee relocation

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