Readers' Comments
Total Comments: 9
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Reference Checking: Advice for Applicants (Part II)
Total Comments: 9
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March 14, 2010
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Why not utilize performance appraisals
VA
Mon Mar 12, 2007 9:14 AM
Post Reply
A simple compromis for an employees hesitancy would be adding performance appraisals to the application packet. Generally supervisors are fairly truthful in these and they cover a person's ability. If the applicant is a strong candidate there should be no problem for the selecting official to call and state to the applicant, what their needs are in call the supervisor. I think the main concern is that the applicant may fear sabatoge and no recourse to it.
Re: Why not utilize performance appraisals
MSPB
Mon Mar 12, 2007 11:12 AM
One additional concern--beyond the good ones you identified--is that performance appraisals are official documents in each agency's "system of records." Supervisors cannot provide them as part of reference checking unless the agency's use policy for performance appraisal documents specifically allows this. Most do not.
Applicants could be asked to provide them, but this would raise "chain of custody" issues--no good way to check if the applicant has made changes.
A Supervisor Who Built Trust
MSPB
Mon Mar 12, 2007 9:22 AM
Post Reply
Thank you for yet another excellent article that makes good use of, and extends, MSPB research into the best practices for reference checking.
As I read your discussion about trust between employees and their supervisors--a key emphasis in MSPB's soon-to-be-released Merit principles 2005 Survey report--I was reminded of a previous supervisor at the Office of Personnel Management who was very good at building trust with his employees. It is unfortunate that he is no longer at OPM. He was one of the best supervisors I have ever had--or seen--and was particularly good at developing his employees.
This supervisor, a GS-15 psychologist, subscribed to a USAJobs agent that emailed him all of the GS-14 psychologist positions in the Federal government. He would forward them to all of his GS-14s with a note something like "I don't want any of you to leave--but I want to make sure you are aware of all the alternatives."
A good example of how to build trust.
Nasty Supervisors
FDA
Mon Mar 12, 2007 11:15 AM
Post Reply
This article failed to address the issue of an excellent employee who through no fault of their own, becomes the target of an unstable supervisor (one that management turns a blind eye to) that for personal reasons, would sabotage an prospective applicant from moving on - I have seen this happen several times in my career. Not wanting to have ones current supervisor contacted by a prospective employer does not automatically imply that the applicant has difficiencies or something to hide.
Between a rock and a hard place
EPA
Mon Mar 12, 2007 12:22 PM
Post Reply
I know that in my region of my agency managers are more likely to block a new job opportunity or transfer than help (we're not even allowed to detail). They don't want you to leave, or lose the FTE, but they don't want to promote or reward you for good work either. It's unfortunate, because it's blocking a lot of good people from getting into the "right job".
Thanks for the great article.
Supervisors Should Encourage Growth & Development
Anonymous
Mon Mar 12, 2007 1:45 PM
Post Reply
I have been with the same agency in a professional series for several years. Despite receiving oral reports that my performance is outstanding, I have never received a written performance appraisal. When I have asked for a written appraisal, my supervisors "jokingly" tell me the only reason an employee needs one is if they are looking for another job and they do not want to lose me. At my level, and in my position, I really cannot go to HR for assistance, but I do not feel that I should have to. Despite what my supervisors may say to me, I have been here long enough to know that my supervisors might consider job hunting disloyal and cut me off from career development opportunities. I like my job, but want to investigate better opportunities, without harming myself here if I decide I would prefer to stay. I really appreciate this article.
Re: Supervisors Should Encourage Growth & Development
IRS
Tue Mar 13, 2007 9:30 AM
Supervisory refrence
USDA/FSIS
Mon Mar 12, 2007 6:55 PM
Post Reply
One way to make sure that a supervisor will give an honest perspective of your performance to a potential employer, would be to require the hiring agency to release the current supervisors comments to the applicant. The current supervisor should be advised that his/her comments will be released, however in this scenario, a more honest approach will be taken by the supervisor.
Deep Sixed
EEOC
Tue Mar 13, 2007 9:03 AM
Post Reply
Article was right on point. I was one of two finalist for a postion at another agency. Onr other individual had also been an EEOC employee at the same office, who had left under less than favorabnle conditions, having initiated discrimiantion charges and entering into a settlement agreement, which would bring this individual back, if she was unable to find alternate employment within a specific amount of time. I later lerned from as reliable source that I was given a reference that would assure the other indivual was selected, assuring that this individual did not return. Although the supervior is happy, I still feel betrayed