For employees to remain engaged and to become high performers in an organization, they need to feel “connected” to their work and the workplace. That connection largely forms through the relationships of the employee with others in the workplace—both peers and supervisors. Thus, the supervisor’s on-going feedback and the culmination of feedback annually in a written evaluation is critical to how the employee feels about his or her work.
The value of good documentation is that is aids leaders in providing useful feedback to employees, leads to improved performance appraisals, and tracks both positive performance as well as areas of improvement.
Supervisors should not make hiring decisions based on anything other than bona fide occupational qualifications. By law, you cannot discriminate based on race, religion, color, sex, national origin, age, pregnancy, veteran status, disability, marital status, and genetic information. Supervisors should avoid trying to “read between the lines” to identify a candidate’s age, or other non-job-related information when reviewing applications or resumes.