《Employee Performance SelfAssessment Form (.doc).doc》由会员分享，可在线阅读，更多相关《Employee Performance SelfAssessment Form (.doc).doc（6页珍藏版）》请在三一办公上搜索。
1、Performance Review Guidelines for Self-AppraisalSelf-Appraisals offer numerous benefits to the appraisal process including greater perceived accuracy, fairness and improved understanding of the demands and expectations of the organization. We recommend that the Self-Appraisal be completed and submit
2、ted to your manager approximately 2 weeks prior to your Performance Appraisal discussion. The Performance Review Form provides periodic written review of individual performance, in the context of the ongoing performance management process. It is designed to facilitate constructive discussion between
3、 the employee and manager in order to clarify performance objectives, provide feedback about the employees performance with respect to skills and behaviors, provide a framework for identifying the employees development plans, and serve as a basis for merit increase decisions. Managers and employees
4、are responsible for completing a yearly performance review as part of ongoing performance discussions. Preparation for the performance review discussion should begin with the employee completing a self-appraisal.The Human Resources Department is available to answer questions and to provide assistanc
5、e to managers and staff members on any aspect of the performance management process, including the performance review form. I Major Areas of Responsibility (This is what you do)This section of the Performance Review form is used to record the three or four major activities or goals that you are resp
6、onsible for in your job as well as the evaluation criteria for these. The major activities typically reflect duties described in the job description and/or performance goals. Evaluation criteria encompass such standards as impact, timeliness, cost effectiveness, client satisfaction, accuracy, consis
7、tency, etc. During the review period, the manager and staff member are encouraged to review progress in meeting identified goals or activities, and the manager may decide to revise, add, or delete any of these in order to best meet changing organizational needs. II Performance CompetenciesSkills and
8、 Behaviors (This is how you do it)At the beginning of the review period, the manager and employee are responsible for reaching a shared understanding of the key skills and behaviors as they relate to the individuals job description and have been established by the manager. While the employee will be
9、 evaluating him or herself regarding the key skills and behaviors, the manager is ultimately responsible for assessing the staff members performance against the agreed upon performance expectations and reviewing the assessment with the individual. Performance that does not meet expectations should b
10、e addressed in the Development Plan section of the Performance Review.III Overall AssessmentThe manager completes a brief summary of the employees overall performance. (Employee does not complete this section.)IV Development PlanThere are four kinds of Development Plans:1) Development to close perfo
11、rmance gaps: the manager, in conjunction with the staff member, should identify development plans for any goals, skills or behaviors which are assessed at the “Needs Improvement” performance level.Development plans which address performance at the “Needs Improvement” performance level should be revi
12、ewed and discussed through ongoing performance discussions. 2) Development to enhance job skills and performance: plans identified by a manager with the individual to provide opportunities for a staff member to enhance job-related skills and performance. 3) Development for career advancement: plans
13、identified by the manager and individual to enhance the promotability of a staff member.4) Development for career exploration: staff members may initiate a development plan to provide opportunities for career exploration through cross-training or mentoring activities.V Performance Goals and Expectat
14、ionsThis section is used to begin the performance management process for the next review period. Goals typically reflect major job activities and may be modified throughout the year based upon changing organizational needs. Employee Self-AppraisalName _Date of ReviewJob Title Department_Date Appoint
15、ed to this Position_Review Period_Managers Name and Title_Section IMajor Areas of Responsibility Major Areas of Responsibility/Goals These typically relate to the major activities that you perform on your job and/or the goals that have been established by your manager and discussed with you. This is
16、 also an opportunity to describe noteworthy accomplishments. Primary Performance Expectations:Responsibilities/GoalsNotes/Comments on Achievements & Areas for Improvement Section IIPerformance Competencies (Skills and behaviors)These skills and behaviors have been identified as important for most em
17、ployees. Other skills and behaviors may be added if needed. Please review and consider how you have demonstrated these in your job and how you might improve on these going forward. Competency AreaNotes/Comments on Competency Areas and Suggestions for Improvement Taking Responsibility: Completes assi
18、gnments in a thorough, accurate, and timely manner that achieves expected outcomes; exhibits concern for the goals and needs of the department and others that depend on services or work products; handles multiple responsibilities in an effective manner; uses work time productively. Customer Focus: I
19、s dedicated to meeting the expectations and requirements of internal and external customers; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect; goes above and beyond to anticipate customer needs and respond accordingly.Pro
20、blem Solving/Creativity: Identifies and analyzes problems; formulates alternative solutions; takes or recommends appropriate actions; follows up to ensure problems are resolved. Collaboration/Teamwork: Uses diplomacy and tact to maintain harmonious and effective work relationships with co-workers an
21、d constituents; adapts to changing priorities and demands; shares information and resources with others to promote positive and collaborative work relationships; supports diversity initiatives by demonstrating respect for all individuals. Communication/Interpersonal Skills: Is able to effectively co
22、mmunicate and to influence others in order to meet organizational goals; shares information openly; relates well to all kinds of people; is able to speak well and write effectively. Section IIIGrowth and Development PlanEmployee: Describe two or three of your top strengths and one or two growth/deve
23、lopment opportunities. Provide this to your manager for discussion and review. Strengths: Growth/Development Opportunities: What will you (employee) do? (This can be as simple as reading a book, serving on a team, observing someone who does it well, asking for feedback on a behavior that youre tryin
24、g to change, etc.)What can the manager do to support this? Section IVPerformance Goals & Expectations (for next review period) Name: _ Review Period Start Date: _Job Title: Managers Name: _Goals for Next Review PeriodIdentify three to five goals to be accomplished during the next review period by th
25、inking of the major activities related to your job. At the end of the review period, rate how well these goals were achieved. Keep in mind that during the review period, goals and evaluation criteria may be revised, added, or deleted in order to best meet changing organizational needs. This form sho
26、uld be helpful in completing next years performance review.SMART Goal (Specific, Measurable, Attainable, Realistic, Timely)How we know it was achieved Appendix: Knowledge, Skills and Abilities for Business and Financial Managers The following skills that are applicable can be incorporated into the M
27、ajor Areas of Responsibility Section 1 and/or the Performance Competencies Section 2. Competencies/SkillsNotes/Comments on Competency Areas and Suggestions for Improvement(optional but strongly encouraged)Financial Acumen: Demonstrates knowledge of and effectively implements GAAP; demonstrates knowl
28、edge of and effectively implements internal finance/accounting policies and procedures; meets university deadlines.Business Knowledge: Demonstrates through accuracy; understands the departments mission; plans for short term goals as well as longer term financial planning; understands the roles of ce
29、ntral staff and supports company needs for financial reporting; contributes to university work groups to develop and enhance business practices and policies.HR, Payroll, Oracle, SIS systems: Ability to understand and integrate related program or process changes into the unit; reviews & assesses prog
30、rams for effectiveness.Managing and measuring work: Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress and results; provides feedback (both up and down).Hiring and Staffing: Is a good judge of talent; recruits & hires the best peopl
31、e available from inside or outside the organization; is not afraid of selecting strong people; assembles and orients talented staffs.Delegating: Comfortably and effectively delegates both routine and important tasks and decisions; broadly shares both responsibility and accountability; tends to trust
32、 people to perform; lets direct reports finish their own work.Fostering Diversity and Inclusiveness: Manages a diverse group of people equitably; hires variety and diversity without regard to class; supports equal and fair treatment and opportunity for all.Developing Self: Shows evidence of personal
33、 development (e.g. software skills enhancement, financial training); completes specialized training as appropriate (e.g. research, compliance, etc.); identifies ways to improve efficiency and accuracy.Developing Others: Provides challenging tasks and assignments; holds frequent development discussions, completes performance reviews, etc; is aware of each direct reports career goals; constructs compelling development plans and executes them; pushes direct reports to accept developmental moves; provides mentoring; is a people builder.
