Skip to content

Wurth Knowing

 

On this page, you will find expert advice on various topics based on the questions Wurth HR has been asked to address.

Got a burning question you need help with? Drop us an email at info@wurthhr.com.au

 

Ensuring great interviews when recruiting

Hi David

I’m a small business owner providing virtual assistance in customer service, data entry, and marketing. We are based in Brisbane, and as a small business, I don’t have any HR staff on board. Currently, we have a team of 15 employees, but I am looking to recruit several new executives and a manager.

Do you have any advice on how to conduct an interview effectively? Specifically, I’d love to hear your thoughts on interview techniques or how to ensure a good fit between our business and the candidates we hire. I know that skills alone are never enough.

Thanks, 
Joseph

Hi Joseph

This is a more common problem than you might think — I get asked this all the time.

Here are a few tips that could help. I strongly recommend planning ahead for the interview. For example, make sure you have your questions prepared in advance. Include behavioural-type questions such as, “Tell me about a time when…”

I also suggest limiting the total number of interviews to three. If you feel the candidate is a good fit after the first interview, it’s a good idea to bring up compensation then and share the salary range offered.

One last tip: Never ask candidates about their salary expectations. You’re the one making the offer!

All the best,
David Wurth

#WurthKnowing #WurthHR #Interview #Hiring

Must-haves for your performance appraisals

Hi David

I’m the HR manager for a local insurance company, and I’ve inherited a performance appraisal system. We’re currently doing a review of all our major systems and processes, and I’d like to look at this one to see where we can make improvements. 

Could you share some feedback on key aspects we need to review as part of this process, as well as any “must-have” elements or features to include? If we were to ask you for support throughout this process, what would this look like? 

Thank you,
Katy

Hi Katy

Thank you for your great question. A performance appraisal is essentially a way for an employer to evaluate how well an employee is carrying out their job. It’s a review process, and in my experience, there are several things to get right. 

First, I can’t emphasise enough the importance of keeping things simple. The easier it is to manage and communicate, the better it will be for everyone involved. Second, find ways to reduce paperwork to the bare minimum. Streamlining the processes will be a big help.

Third, I’d recommend conducting appraisals at least twice a year. You could combine a formal process with a more informal check-in. And here’s a word of advice: never use a performance appraisal as the basis for generating a dismissal or a performance improvement plan.

As for how I could  support this process at your organisation, I’d recommend running two-hour workshops for managers and employees and I’d also share a very simple, user-friendly template you could use.

All the best, 
David Wurth

#WurthKnowing #WurthHR #PerformanceManagement #PerformanceAppraisal

Ensuring Objective Assessments of Employee Performance

Hi David

I manage HR for a national fitness chain with approximately 980 full-time employees across Australia. We are putting more structure in place for performance reviews, and I want to ensure we have more objective assessments of employee performance. 

In the past, I believe the process leaned more towards the opinions of managers due to a lack of developed guidance to support it. How would you suggest I go about ensuring a more objective assessment process? 

Thank you,
Melissa

Dear Melissa

Thanks for your question. In my experience with many businesses, but particularly with smaller ones, I’ve found that the key is simplicity. When processes and documentation are simpler, it’s much easier for everyone to implement what’s required. 

Naturally, in HR, we may have certain objectives and goals when it comes to managing performance. This makes it truly vital to provide appropriate training to support this — not just to managers, but also to employees. 

What I have found as the best approach is to use both an employee rating and a manager rating, followed by an overall rating. I’d also suggest having no more than six KPIs.

Finally, keeping simplicity in mind also applies to things like the range of scores. For example, I’d recommend something along the lines of “Exceeds expectations”, “Meets expectations”, and “Below expectations”. 

All the best, 
David Wurth
#WurthKnowing #WurthHR #PerformanceManagement #PerformanceReview

Managing Low Engagement and Persistent Turnover

Hi David

I am a newly appointed HR manager at a disability services and support organisation. We are a modest size with 220 employees. We have been experiencing low engagement, decreased productivity, and persistent turnover. This has been a long-standing issue, and I believe it may be related to two managers who have been here for a long time. 

Do you have any advice for how best to navigate this situation personally, as well as how to improve engagement, morale and productivity? Thank you.

Lily

Dear Lily

Thank you for sharing your predicament. This issue may be more common than you think. Here’s what I would suggest. There needs to be more top-down communication from the senior management team to create greater engagement between employer and employees. It would also be beneficial to focus recruitment efforts on hiring managers with a proven track record of strong people management skills.  

From a performance management standpoint, you will benefit from implementing both a formal and informal appraisal system. The formal system will provide more structure,  documentation, and development plans, while the informal system allows for relationship building and the flexibility to adapt to individual needs and circumstances.

Using both systems allows for a more holistic approach. I like the informal approach particularly because it can boost morale and provide more continuity than the formal one. 

Finally, I highly recommend regular town halls and team meetings. While there has been much negative talk about meetings in general, when done well, meetings can open up dialogue and help identify issues as they arise.

All the best, 
David Wurth
#WurthKnowing #WurthHR #PerformanceManagement #recruitment

Managing Performance Reviews

Hi David

I manage a small IT consulting business with five full-time consultants, 10 part-time consultants, and a new intern. Overall, business has been good, but I want my employees to adopt a more entrepreneurial approach in their roles. I am also unfamiliar with conducting performance reviews. I find the process tedious and can sometimes be emotional. I want to keep things simple while also ensuring everyone understands their responsibilities and expectations. 

Can you share effective strategies for managing performance reviews? Also, how do I approach conversations about areas for improvement with my team?

Greg

Hey Greg

Thanks for the great questions. I have developed a simple performance appraisal template that I’d be happy to share with you. I also provide training on how to conduct effective performance appraisals, which you or anyone else on your team may find helpful.

I recommend meeting individually with your employees at least once a month. Use this time to discuss any performance issues or concerns they may have. Performance truly needs to be an ongoing discussion, and it’s vital to maintain open dialogue. Ultimately, the performance appraisal should not bring any surprises if this is done consistently and effectively.

All the best, 
David Wurth

#WurthKnowing #WurthHR #harassment #compliance #employment

Getting It Right with the Employment Contract

Hi David

I run a small printing business based in Dubbo, NSW. I have two staff to assist me full-time. I don’t know much about employment contracts – I told my hires what the work involves, I sent them offer letters and all has been good. I make sure I pay wages on time, and generally, things have been pretty smooth.

However, recently, there’ve been some challenges as one of them, Lisa, feels that her responsibilities seem to have expanded beyond what was initially discussed when I hired her. She doesn’t feel like her rights are being respected. I drew up a very brief agreement when I hired her but I was just scrolling online and saw something about registered agreements. 

Is there a particular form of agreement that I need to use? How do I know I’ve done it right with regards to Lisa’s employment?

Bob

Dear Bob

Getting employment contracts right is a common problem that many small businesses face, so thank you for reaching out. Here are three things you should consider doing:

  1. Please review the brief agreement you had Lisa sign. It’s important to know what has been agreed to by both parties on paper. If you find the agreement is no longer reflective of the current circumstances, you may want to consider redrafting it to make any necessary changes or additions.
  2. Concurrently, review Lisa’s job description to ensure it accurately reflects her current responsibilities and KPIs (key performance indicators). This will promote a meeting of minds between employer and employee, removing confusion and assumptions.
  3. Once these two activities are completed, you will be in a better position to determine if a salary increase is warranted for Lisa. If it turns out that the scope of her role has grown significantly since she began working at your company, this may be a necessary next step. 

All the best, 
David Wurth

#WurthKnowing #WurthHR #harassment #compliance #employment