Hiringnew employees is tricky. It takes a lot of time and effort to find the rightperson and once they’re on board, they need to be brought up to speed asquickly as possible. When you find a great hire, you want to hang onto them;and when someone doesn’t work out, you want to know as soon as possible so theycan be replaced.
When youadd a new employee to your account, JuvodHR gives you 30 days to conduct their firstperformance review. Why is it so important? Our experts offer three reasons whyconducting an early performance review can help keep your business on track.
1. Conducting a performance reviewearly can reduce your organization’s unemployment compensation liability.
Yourbusiness can be liable for a new hire's unemployment compensation if they work foras little as 31 working days. Youneed to do a valid, meaningful performance review of the new employee beforethey hit that mark. When you add an employee in JuvodHR the first PerformanceReview deadline is set to 30 calendardays so you can make a decision in time to avoid unnecessary unemploymentpayments.
2. An early performance review can enhance anemployee’s commitment to your organization.
Performancereviews have been linked to increased employee job satisfaction and commitmentto the organization. By using JuvodHR’s review system within the first 30 days, you’re solidifying thenew hire’s dedication to your organization, helping you retain top talent.
3. Reviewing initialperformance will identify poor performers and focus training activities to quicklybring good performers up to speed – saving your company time and money.
Newhires should receive a performance review early in their initial employmentperiod to ensure their performance is on track. JuvodHR’s job specificperformance review makes it easy to identify when an employee is not performingup to par, cutting your losses early before too much time is invested. An early review will help good performersdirect their focus and effort, resulting in a shorter learning curve –especially if the performance review includes job specific feedback, like JuvodHR.
 Pettijohn, C., Pettijohn, L. S.,Taylor, A. J., & Keillor, B. D. (2001). Are performance appraisals abureaucratic exercise or can they be used to enhance sales-force satisfactionand commitment? Psychology &Marketing, 18, 337-364.
 Kluger, A. N. & DeNisi, A.(1996). The effects of feedback interventions on performance: A historicalreview, a meta-analysis, and a preliminary feedback intervention theory. Psychological Bulletin, 254-284.
 Northcraft, G. B., Schmidt, A. M.& Ashford, S. J. (2011). Feedback and the rationing of time and effortamong competing tasks. Journal of AppliedPsychology, 96, 1076-1086.