It is a manager's job to use the right assessment tools for each new worker. A good tool helps her to determine if a new hire can successfully apply knowledge and skills learned in training to a new position. The results of an assessment also comprise a form of feedback that a manager can share with a new hire.
Policy and Procedure Knowledge
A written assessment is a way to test an employee's knowledge of essential policies and procedures. A manager can write his own test of true and false, matching and fill-in-the-blanks questions. For a review, a manager can show the assessment tool to an HR professional, a staff trainer or another manager. This assessment will help a manager determine if a new employee is studying important policies and procedures. An assessment might include questions about policies and procedures related to the entire company and to a new hire's department and position description.
Some new hires perform jobs in which adherence to safety practices is critical to the organizational mission. An employee may be required to demonstrate mastery of safety practices, to complete a written or electronic assessment, to pass a national safety exam, to obtain certification in a skill such as forklift safety or to complete another type of assessment outlined in her position description. If an organization has many employees required to demonstrate the same knowledge, a standardized assessment should be developed. If a manager is unsure an employee can perform a job safely, he should not permit an employee to perform risky duties.
Work Product Evaluation
Some new hires have specific work outputs measured by their supervisors on a regular basis, especially in a process management organization. These measurements are used to conduct their probationary and annual performance reviews. A manager with specific knowledge of how to perform a work product can conduct informal or formal reviews of a work product. This method enables a manager to provide feedback so that a new hire can improve. A manager sets a new date for conducting the same product evaluation. Following the second evaluation, a manager and her employee can compare results and note strengths and weaknesses of the work product.
A manager also can use a new hire's probationary period of employment, such as three months or six months, as a formal assessment tool. He can meet with an employee to sign her job description and evaluation documents at the beginning of the period. He can conduct observations and other measurements of performance throughout the review period. He can follow a predetermined schedule for giving feedback, such as once a week. At the end of the probationary period, both manager and employee complete all evaluation documents and meet to discuss them. At the end of the meeting, the manager will determine if his new employee will continue in her new job.