The philosophy underpinning employee evaluation is closely tied to their capabilities. Effective managers typically develop their own evaluation forms, which include descriptions of the employee's duties in both their previous and current positions, the tasks they have tackled, and the results of their work. The following aspects can also be reflected upon. In what areas has the employee excelled? In what areas are they likely to succeed? How can you fully leverage their strengths? Would I want my son or daughter working under this individual? - Why yes? - Why no? Such an evaluation involves a much more critical approach to the person than the usual procedure. However, it provides insight into their strengths. Only the last question pertains not to the employee's business characteristics but to their moral qualities, which are very important for the manager. Subordinates, especially young and ambitious ones, model themselves after an authoritative superior. Therefore, nothing is more corrupting and destructive within a company than an influential but morally flawed leader. It is precisely due to such a person's moral imperfections that they should not be appointed to a leadership position, despite their business abilities.

TIP OF THE DAY. When evaluating an employee, stick to the scheme described in this chapter.

The philosophy underpinning employee evaluation is closely tied to their capabilities. Effective managers typically develop their own evaluation forms, which include descriptions of the employee's duties in both their previous and current positions, the tasks they have tackled, and the results of their work. The following aspects can also be reflected upon. In what areas has the employee excelled? In what areas are they likely to succeed? How can you fully leverage their strengths? Would I want my son or daughter working under this individual? - Why yes? - Why no? Such an evaluation involves a much more critical approach to the person than the usual procedure. However, it provides insight into their strengths. Only the last question pertains not to the employee's business characteristics but to their moral qualities, which are very important for the manager. Subordinates, especially young and ambitious ones, model themselves after an authoritative superior. Therefore, nothing is more corrupting and destructive within a company than an influential but morally flawed leader. It is precisely due to such a person's moral imperfections that they should not be appointed to a leadership position, despite their business abilities.

TIP OF THE DAY. When evaluating an employee, stick to the scheme described in this chapter.