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It is not uncommon for managers of structural
engineering firms to facilitate employee performance reviews. The frequency,
format, complexity, and formality of these reviews vary widely from company to
company. A vast majority of human resource managers argue that annual
performance reviews have little impact on individual performance, and may lead
to significant reductions in employee productivity and engagement. Over the
past decade, many firms have made significant changes to their performance
review processes to address these concerns and some have even abolished or
considered eliminating numerical performance ratings. Organizations with
multiple offices in several different regions have the added complexity of
developing employee performance reviews for skills that may not be consistent
for the same position. Smaller firms may not have the tools or resources to
execute an effectively managed process.
This presentation aims to highlight key strategies to transform the traditional performance review into a positive, productive, and beneficial process for employees, managers, and a firm’s office culture. With reference to SE3 survey data, recent studies by other organizations and institutions, this session will share best practices for the feedback process, for greatest impact on employee engagement, career development, and overall retention.
- Course will award 1.25 hours of continuing education