selfassessment.docx
《selfassessment.docx》由会员分享,可在线阅读,更多相关《selfassessment.docx(10页珍藏版)》请在三一办公上搜索。
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



- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- selfassessment

链接地址:https://www.31ppt.com/p-3165550.html