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1、selfassessmentPerformance Review Guidelines for Self-Appraisal Self-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 compl
2、eted and submitted 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 dis
3、cussion between 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
4、 and employees 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 p
5、rovide assistance 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
6、that you are responsible 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,
7、 accuracy, consistency, 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 Compe
8、tenciesSkills and 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 th
9、e employee will be 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 exp
10、ectations should be addressed in the Development Plan section of the Performance Review. III Overall Assessment The manager completes a brief summary of the employees overall performance. (Employee does not complete this section.) 1 IV Development Plan There are four kinds of Development Plans: 1) D
11、evelopment to close performance 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” perfor
12、mance level should be reviewed 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
13、career advancement: plans 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 Pe
14、rformance Goals and Expectations This 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. 2 Employee Self-Appraisal Name _ Date of Review
15、 Job Title Department_ Date Appointed 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 m
16、anager and discussed with you. This is also an opportunity to describe noteworthy accomplishments. Primary Performance Notes/Comments on Achievements & Areas for Improvement Expectations: Responsibilities/Goals 3 Section IIPerformance Competencies (Skills and behaviors) These skills and behaviors ha
17、ve been identified as important for most employees. 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 Area Notes/Comments on Competency Areas and Suggestions for Impro
18、vement Taking Responsibility: Completes assignments 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; us
19、es work time productively. Customer Focus: Is 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 anticipat
20、e customer needs and respond accordingly. Problem 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 ef
21、fective work relationships with co-workers and 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. Is able to effec
22、tively communicate 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. Communication/Interpersonal Skills: Section IIIGrowth and Development Plan Employee: Describe two or three of
23、 your top strengths and one or two growth/development opportunities. Provide this to your manager for discussion and review. Strengths: Growth/Development Opportunities: 4 What will you (employee) do? (This can be as simple as reading a book, serving on a team, observing someone who does it well, as
24、king for feedback on a behavior that youre trying 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
25、be accomplished during the next review period by thinking 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 bes
26、t meet changing organizational needs. This form should be helpful in completing next years performance review. SMART Goal (Specific, Measurable, Attainable, Realistic, Timely) How we know it was achieved 5 Appendix: Knowledge, Skills and Abilities for Business and Financial Managers The following sk
27、ills that are applicable can be incorporated into the Major Areas of Responsibility Section 1 and/or the Performance Competencies Section 2. Competencies/Skills Notes/Comments on Competency Areas and Suggestions for Improvement (optional but strongly encouraged) Financial Acumen: Demonstrates knowle
28、dge of and effectively implements GAAP; demonstrates knowledge 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
29、longer term financial planning; understands the roles of central 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 progr
30、am or process changes into the unit; reviews & assesses programs 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 Staffi
31、ng: Is a good judge of talent; recruits & hires the best people 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; broadl
32、y shares both responsibility and accountability; tends to trust 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
33、 opportunity for all. Developing Self: Shows evidence of personal 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 chall
34、enging 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. 6
