Evaluating Performance
<ul><li>Employment evaluations are used to clarify, identify and manage employee goals and outcomes. They are sometimes li...
 
<ul><li>AMBITION / INITIATIVE </li></ul><ul><li>ATTENDANCE </li></ul><ul><li>ATTITUDE / COOPERATION </li></ul><ul><li>COMM...
<ul><li>INTEGRITY </li></ul><ul><li>KNOWS WHEN TO ASK  </li></ul><ul><li>LEVEL OF TECHNICAL KNOWLEDGE </li></ul><ul><li>PR...
<ul><li>Does employee demonstrate ambition in the position (not to move out of it, but to perform it) and take initiative ...
<ul><li>Has the employee's attendance (even within company guidelines) had a negative impact on the department productivit...
<ul><li>What is the employee's attitude towards you, towards peers, towards the work in general? Is he or she a pleasure o...
<ul><li>Does the employee have the ability to adequately communicate with peers, managers, and customers? Have there been ...
<ul><li>- Does the employee have a broader view and deeper understanding than simply his or her own duties? Does he or she...
<ul><li>- Is the employee able to maintain focus on the task at hand? Does he or she have difficulty prioritizing job duti...
<ul><li>- Has the employee demonstrated marked improvement from the previous performance evaluation? </li></ul>
<ul><li>Does the employee demonstrate ethical behavior in the workplace? Does he or she respect the privacy of other emplo...
<ul><li>Is the employee able to differentiate between independence and arrogance in the performance of job duties? Does he...
<ul><li>Does the employee have and demonstrate an acceptable level of technical knowledge to perform his or her job duties...
<ul><li>Is the employee able to consistently meet productivity requirements and project deadlines? </li></ul>
<ul><li>Has there been positive or negative feedback from customers regarding the quality of the employee's work? What hav...
<ul><li>Is the employee reliable? Does he or she consistently demonstrate competence and dependability? Is he or she your ...
<ul><li>How does the employee deal with changes in the work environment? Is he or she able to sift through the &quot;noise...
<ul><li>If the department is short-handed, does the employee willingly pitch in to finish tasks assigned to others in the ...
 
<ul><li>Employee has not fully mastered the requirements of the job or is not able to perform in a way that reflects under...
<ul><li>Employee meets some of the essential functions, but has not demonstrated mastery of all job requirements.  </li></ul>
<ul><li>Employee has little or no difficulty applying the technical/knowledge requirements of the position to perform in a...
<ul><li>Employee often exceeds standards in some aspects of the job, and fully and consistently meets standards in all rem...
<ul><li>Employee possesses and applies a depth of job knowledge that makes the job look easy. Continually enhances knowled...
<ul><li>1.  Top-Down Employee Evaluations </li></ul><ul><li>The term &quot;top-down&quot; means that someone above the emp...
<ul><li>2.  Matrix Employee Evaluations </li></ul><ul><li>A matrix employee reviews gives multiple managers an opportunity...
<ul><li>3.  Peer-to-Peer Employee Evaluations </li></ul><ul><li>Peer-to-peer employee evaluations are completed by co-work...
<ul><li>4.  360-Degree Employee Evaluations </li></ul><ul><li>360-degree employee evaluations allow multiple people that e...
<ul><li>5.  Self-Assessment Employee Evaluations </li></ul><ul><li>Employees can fill out a self-assessment evaluation bef...
<ul><li>1.  Traditional Evaluation </li></ul><ul><li>Also known as a &quot;top-down review&quot; or &quot;manager performa...
<ul><li>2.  Employee Self-Evaluation </li></ul><ul><li>Self-evaluations allow an employee to be more directly involved in ...
<ul><li>3.  Peer & 360-Degree Reviews </li></ul><ul><li>Peer and 360-degree reviews are used to obtain information from ot...
<ul><li>Self evaluation   </li></ul><ul><li>Peer Evaluation </li></ul>
<ul><li>Rinalyn G. Magtibay </li></ul><ul><li>Batangas State University </li></ul><ul><li>MA EM </li></ul><ul><li>Human Re...
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Performance

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Performance

  1. 1. Evaluating Performance
  2. 2. <ul><li>Employment evaluations are used to clarify, identify and manage employee goals and outcomes. They are sometimes linked to salary and promotion. Evaluations are an important tool for employers to understand their employees' skills, performance level and professional needs. </li></ul>
  3. 4. <ul><li>AMBITION / INITIATIVE </li></ul><ul><li>ATTENDANCE </li></ul><ul><li>ATTITUDE / COOPERATION </li></ul><ul><li>COMMUNICATION SKILLS </li></ul><ul><li>DEPARTMENT AND COMPANY ORIENTED </li></ul><ul><li>fOCUS </li></ul><ul><li>IMPROVEMENT FROM PREVIOUS EVALUATION </li></ul>
  4. 5. <ul><li>INTEGRITY </li></ul><ul><li>KNOWS WHEN TO ASK </li></ul><ul><li>LEVEL OF TECHNICAL KNOWLEDGE </li></ul><ul><li>PRODUCTIVITY / DEADLINES </li></ul><ul><li>QUALITY OF WORK </li></ul><ul><li>RELIABILITY / GO-TO PERSON </li></ul><ul><li>STRESS MANAGEMENT </li></ul><ul><li>TEAMWORK / PITCHING IN </li></ul>
  5. 6. <ul><li>Does employee demonstrate ambition in the position (not to move out of it, but to perform it) and take initiative to improve the process, product, or overall work environment? </li></ul>
  6. 7. <ul><li>Has the employee's attendance (even within company guidelines) had a negative impact on the department productivity or morale? Has the employee's attendance been exemplary? </li></ul>
  7. 8. <ul><li>What is the employee's attitude towards you, towards peers, towards the work in general? Is he or she a pleasure or a chore to work with? Is the employee reasonably flexible when asked to perform a job function outside his or her normal duties, or to work outside his or her normal hours for a special project? </li></ul>
  8. 9. <ul><li>Does the employee have the ability to adequately communicate with peers, managers, and customers? Have there been any issues created, or solved, due to the employee's communication skills? </li></ul>
  9. 10. <ul><li>- Does the employee have a broader view and deeper understanding than simply his or her own duties? Does he or she speak of the department or company with pride? </li></ul>
  10. 11. <ul><li>- Is the employee able to maintain focus on the task at hand? Does he or she have difficulty prioritizing job duties above personal business or socializing with other employees? </li></ul>
  11. 12. <ul><li>- Has the employee demonstrated marked improvement from the previous performance evaluation? </li></ul>
  12. 13. <ul><li>Does the employee demonstrate ethical behavior in the workplace? Does he or she respect the privacy of other employees and of customers? </li></ul>
  13. 14. <ul><li>Is the employee able to differentiate between independence and arrogance in the performance of job duties? Does he or she know when to ask a question rather than simply making a guess and moving on? </li></ul>
  14. 15. <ul><li>Does the employee have and demonstrate an acceptable level of technical knowledge to perform his or her job duties? </li></ul>
  15. 16. <ul><li>Is the employee able to consistently meet productivity requirements and project deadlines? </li></ul>
  16. 17. <ul><li>Has there been positive or negative feedback from customers regarding the quality of the employee's work? What have you observed regarding the employee's work quality? </li></ul>
  17. 18. <ul><li>Is the employee reliable? Does he or she consistently demonstrate competence and dependability? Is he or she your &quot;go-to&quot; person? </li></ul>
  18. 19. <ul><li>How does the employee deal with changes in the work environment? Is he or she able to sift through the &quot;noise&quot; and focus on breaking down the task at hand in order to complete it on time? How does the employee interact with other members of the department when tensions are high? </li></ul>
  19. 20. <ul><li>If the department is short-handed, does the employee willingly pitch in to finish tasks assigned to others in the department as appropriate? Does the employee volunteer to assist? </li></ul>
  20. 22. <ul><li>Employee has not fully mastered the requirements of the job or is not able to perform in a way that reflects understanding of the job duties. Needs additional training or practice to meet standards. </li></ul>
  21. 23. <ul><li>Employee meets some of the essential functions, but has not demonstrated mastery of all job requirements. </li></ul>
  22. 24. <ul><li>Employee has little or no difficulty applying the technical/knowledge requirements of the position to perform in a fully competent manner. </li></ul>
  23. 25. <ul><li>Employee often exceeds standards in some aspects of the job, and fully and consistently meets standards in all remaining aspects. </li></ul>
  24. 26. <ul><li>Employee possesses and applies a depth of job knowledge that makes the job look easy. Continually enhances knowledge and skills through self-study and structured training. Mentors other employees, as appropriate. </li></ul>
  25. 27. <ul><li>1. Top-Down Employee Evaluations </li></ul><ul><li>The term &quot;top-down&quot; means that someone above the employee in rank is preparing the employee's performance review. Having the direct supervisor prepare and give the review is most effective practice </li></ul>
  26. 28. <ul><li>2. Matrix Employee Evaluations </li></ul><ul><li>A matrix employee reviews gives multiple managers an opportunity to evaluate the employee's performance. Each manager rates the employee on a set of scores and then the scores are averaged for a total score in each category. </li></ul>
  27. 29. <ul><li>3. Peer-to-Peer Employee Evaluations </li></ul><ul><li>Peer-to-peer employee evaluations are completed by co-workers at the same level as the employee being evaluated. This type of review is a solution to the issue that some employees raise, saying a manager is too far removed from their role and does not understand the challenges that employees face in the job on a day-to-day basis. </li></ul>
  28. 30. <ul><li>4. 360-Degree Employee Evaluations </li></ul><ul><li>360-degree employee evaluations allow multiple people that employees work with to give feedback on the employee instead of just the manager. The manager has input, but the 360-degree review is conducted by the human resources department to get the input from others. </li></ul>
  29. 31. <ul><li>5. Self-Assessment Employee Evaluations </li></ul><ul><li>Employees can fill out a self-assessment evaluation before being given any of the reviews listed in this article. By completing a self-assessment, the employee and evaluator can compare notes in each of the categories used for scoring. </li></ul>
  30. 32. <ul><li>1. Traditional Evaluation </li></ul><ul><li>Also known as a &quot;top-down review&quot; or &quot;manager performance appraisal,&quot; this type of evaluation is initiated and conducted by the manager. </li></ul>
  31. 33. <ul><li>2. Employee Self-Evaluation </li></ul><ul><li>Self-evaluations allow an employee to be more directly involved in her assessment. Managers may have the employee complete the same form they are using and then compare each others' results. The employee will have an opportunity to voice her opinions and offer evidence of her accomplishments. </li></ul>
  32. 34. <ul><li>3. Peer & 360-Degree Reviews </li></ul><ul><li>Peer and 360-degree reviews are used to obtain information from others with whom the employee works. In the case of peer reviews, only those who work on the same level of the employee are asked for input. In the case of 360-degree reviews, others such as subordinates, customers and vendors are asked to review the employee. </li></ul>
  33. 35. <ul><li>Self evaluation </li></ul><ul><li>Peer Evaluation </li></ul>
  34. 36. <ul><li>Rinalyn G. Magtibay </li></ul><ul><li>Batangas State University </li></ul><ul><li>MA EM </li></ul><ul><li>Human Resourse Management </li></ul>

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