This document contains information about performance evaluation methods for a clinical project manager, including example phrases and templates. It discusses 12 common performance appraisal methods such as management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback. For each method, it provides details on how it works, advantages, disadvantages, example rating scales, and how it can be used to evaluate a clinical project manager's performance. The document also includes sections with positive and negative example phrases for evaluating attributes such as attitude, creativity, decision-making, interpersonal skills, and teamwork.
The document discusses co-teaching, which involves two or more teachers jointly delivering instruction to a diverse group of students. It defines co-teaching and describes the different styles of co-teaching such as one teach/one support, station teaching, parallel teaching, alternative teaching, and team teaching. The benefits of co-teaching include better student-teacher ratios and more individualized attention. Effective co-teaching requires strong communication and understanding between the teachers.
This document provides a six-step process for developing a competency-based curriculum in medical education. The six steps are: 1) conduct a needs assessment, 2) identify competencies, 3) write goals and objectives, 4) determine teaching methods, 5) determine assessment methods, and 6) determine program improvement methods. The document describes each step in detail, including how to write goals and objectives, identify relevant competencies, and match assessment methods to objectives.
Interactive and innovative teaching methodsGagan Kaur
Interactive and innovative teaching methods- Medical Education. This power points highlights how we can make our teaching better in terms of teaching IMG
Co-teaching involves two or more teachers sharing instructional responsibilities for a single group of students in the same classroom. There are several co-teaching models including one teach/one observe, station teaching, parallel teaching, and team teaching. Challenges of co-teaching include finding time to plan, establishing trust and roles between teachers, and agreeing on classroom management. However, benefits include a sense of belonging for special needs students, differentiated instruction, and support for teachers.
The document outlines a professional development training on creating a student-centered learning environment using technology. The training covers identifying methods to incorporate technology and the NETS standards, brainstorming creative student-centered approaches, and solutions for challenges like funding, access, and copyright guidelines. The training emphasizes that teachers, technology, and student-centered approaches can lead to active learning when combined effectively.
Interactive & innovative small group teachingsatyajit saha
This document discusses various techniques for small group teaching in medical education, including workshops, problem based learning, team based learning, jigsaw technique, buzz groups, brainstorming, role plays, fishbowls, and snowballing. It provides descriptions of each technique, how they are structured, and examples of how they can be used to actively engage students in learning and discussing course material.
Systems approach,Principles of Adult learning & Learning process in Medical E...anitasreekanth
MEU WORKSHOP:Changing trends in the societal attitude calls for change in the medical education curriculum in India so that an INDIAN MEDICAL GRADUATE is of global significance
This document provides an overview of problem-based learning (PBL), including its history, key characteristics, steps in the PBL process, advantages and disadvantages. Some key points:
- PBL was pioneered in medical education at McMaster University in the 1960s as an alternative to traditional lecture-based learning. It has since spread to other fields.
- In PBL, students work in small groups to solve open-ended problems, with teachers acting as facilitators. It is student-centered and focuses on identifying learning needs to address problems.
- The steps of PBL involve defining the problem, identifying learning needs, conducting self-directed study, and applying new knowledge to the problem.
The document discusses co-teaching, which involves two or more teachers jointly delivering instruction to a diverse group of students. It defines co-teaching and describes the different styles of co-teaching such as one teach/one support, station teaching, parallel teaching, alternative teaching, and team teaching. The benefits of co-teaching include better student-teacher ratios and more individualized attention. Effective co-teaching requires strong communication and understanding between the teachers.
This document provides a six-step process for developing a competency-based curriculum in medical education. The six steps are: 1) conduct a needs assessment, 2) identify competencies, 3) write goals and objectives, 4) determine teaching methods, 5) determine assessment methods, and 6) determine program improvement methods. The document describes each step in detail, including how to write goals and objectives, identify relevant competencies, and match assessment methods to objectives.
Interactive and innovative teaching methodsGagan Kaur
Interactive and innovative teaching methods- Medical Education. This power points highlights how we can make our teaching better in terms of teaching IMG
Co-teaching involves two or more teachers sharing instructional responsibilities for a single group of students in the same classroom. There are several co-teaching models including one teach/one observe, station teaching, parallel teaching, and team teaching. Challenges of co-teaching include finding time to plan, establishing trust and roles between teachers, and agreeing on classroom management. However, benefits include a sense of belonging for special needs students, differentiated instruction, and support for teachers.
The document outlines a professional development training on creating a student-centered learning environment using technology. The training covers identifying methods to incorporate technology and the NETS standards, brainstorming creative student-centered approaches, and solutions for challenges like funding, access, and copyright guidelines. The training emphasizes that teachers, technology, and student-centered approaches can lead to active learning when combined effectively.
Interactive & innovative small group teachingsatyajit saha
This document discusses various techniques for small group teaching in medical education, including workshops, problem based learning, team based learning, jigsaw technique, buzz groups, brainstorming, role plays, fishbowls, and snowballing. It provides descriptions of each technique, how they are structured, and examples of how they can be used to actively engage students in learning and discussing course material.
Systems approach,Principles of Adult learning & Learning process in Medical E...anitasreekanth
MEU WORKSHOP:Changing trends in the societal attitude calls for change in the medical education curriculum in India so that an INDIAN MEDICAL GRADUATE is of global significance
This document provides an overview of problem-based learning (PBL), including its history, key characteristics, steps in the PBL process, advantages and disadvantages. Some key points:
- PBL was pioneered in medical education at McMaster University in the 1960s as an alternative to traditional lecture-based learning. It has since spread to other fields.
- In PBL, students work in small groups to solve open-ended problems, with teachers acting as facilitators. It is student-centered and focuses on identifying learning needs to address problems.
- The steps of PBL involve defining the problem, identifying learning needs, conducting self-directed study, and applying new knowledge to the problem.
This document discusses different leadership styles and their application in an educational setting. It describes Kurt Lewin's three main leadership styles: autocratic, where the leader makes all decisions; laissez-faire, where the leader gives complete freedom to followers; and democratic, where decisions are made collectively. It also outlines Bernard Bass' transformational leadership style, which inspires followers, and transactional leadership style, which focuses on rewards and punishments to motivate followers. Educational leaders play an important role in developing teaching and learning through the leadership style they adopt.
Electives in Undergraduate Medical Education: A sneak-peeklavanyasumanthraj
National Medical Commission has introduced electives module in Indian Undergraduate Medical System (CBME model). This slide set gives an introduction in to the basic principles (What, why, how, when) of Electives module
Professional learning communities (PLCs) are groups of educators that collaborate with the goal of improving student outcomes. They work to continuously enhance their teaching practice through sharing ideas and acting on new learning. Key characteristics of effective PLCs include a shared vision around student success, collective responsibility, and focus on student learning through collaboration. When teachers engage in high-quality PLCs, it can lead to benefits like higher student achievement, more commitment to shared goals, and greater job satisfaction among staff.
This document provides an overview of co-teaching strategies and best practices. It defines co-teaching as two or more teachers sharing responsibility for a classroom of students, including planning, instruction, and evaluation. It outlines four common co-teaching approaches: supportive teaching, parallel teaching, complementary teaching, and team teaching. It also emphasizes the importance of co-teachers establishing clear objectives, communicating effectively, managing conflicts, and finding time to plan lessons together.
This document discusses self-directed learning (SDL) using technology. It defines SDL as a process where individuals take responsibility for their own learning by determining needs, setting goals, finding resources, and evaluating outcomes. The document outlines 5 stages of an SDL model from dependent to self-directed. It lists advantages like increased confidence and motivation but also limitations like potential for errors. Finally, it suggests newer technologies that can enable SDL, including e-libraries, e-books, search engines, journals, videos, medical apps, email groups, and blogging.
El documento describe el Programa Escolar de Mejora Continua (PEMC), el cual es un instrumento para establecer objetivos y acciones destinadas a mejorar las condiciones de una escuela. El PEMC incluye un diagnóstico de la situación actual, objetivos y metas, acciones específicas, y planes de seguimiento y evaluación. El propósito del PEMC es fortalecer las áreas positivas de una escuela y abordar problemas prioritarios a través de un enfoque colaborativo que involucra a toda la comunidad educativa.
The document discusses various teaching and learning methods. It describes that learning is an individualized process influenced by intrinsic and extrinsic factors. The role of teachers is to facilitate learning through different methods like transmitting information, instructing, coaching, and facilitating problem-based or project-based learning. Some key teaching methods discussed include lectures, small group teaching, individualized teaching, and experiential teaching. Problem-based learning is described as a student-centered approach that uses clinical problems to stimulate self-directed learning.
Setting Up Successful Communities of Practice: An Experience ReportSesh Veeraraghavan
The document provides guidance on setting up successful Agile communities of practice (CoPs). It defines CoPs as groups that share a passion for their work, learn from each other, and interact regularly. The author details his experience establishing several CoPs at IHS, including for Scrum Masters and Product Owners. Key steps involved identifying the CoP domain and members, gaining executive support, creating a charter, and launching and sustaining regular meetings. Establishing CoPs helped improve knowledge sharing, collaboration, and employee engagement at IHS.
The Classroom Assessment Scoring System (CLASS) is an observation tool used to evaluate the quality of teacher-student interactions in early childhood education and K-12 classrooms. It focuses on emotional support, classroom organization, and instructional support. Trained observers use the CLASS to code interactions, with scores indicating areas of strength and opportunities for growth. Research shows the CLASS reliably measures interactions across diverse populations and relates to student outcomes.
The document discusses the key elements of a professional learning community (PLC) which are focused on continuous improvement to help all students learn at high levels. It states that a PLC is composed of collaborative teams that work interdependently towards common goals and are accountable to each other. A PLC engages in collective inquiry by gathering student data, developing strategies to address weaknesses, implementing and analyzing their impact to determine effectiveness and apply lessons to continuously improve. The document emphasizes that a PLC's efforts must be assessed based on results, not intentions, and that starting the work of a PLC is more effective than preparing to become one.
تعد إدارة الصف فنا وعلما ، فمن الناحية الفنية تعتمد هذه الإدارة على شخصية المعلم وأسلوبه في التعامل مع الطلاب في داخل الفصل وخارجه و تعد إدارة الصف علما بذاته بقوانينه وإجراءاته .
إن الإدارة الصفيّة هي ما يقوم به المعلم داخل غرفة الصف من أعمال لفظية، أو عمليّة من شأنها أن تخلق جواً تربوياً ومناخاً ملائماً يمكن المعلم والطالب معاً من بلوغ الأهداف التربويّة. وبأنها مجموعة عمليات متداخلة بعضها مع بعض تتكامل فيما بينها ويقوم بها شخص معين أو أشخاص بشكل يساعد على بلوغ أهداف معينة مخطط لها ومحددة بشكل مسبق
El documento describe el modelo tecnológico de enseñanza, en el que el profesor tiene objetivos claros y una metodología sistemática. Explica los temas y asigna actividades para que los estudiantes apliquen la teoría, evaluando el cumplimiento de los objetivos a través de pruebas. El estudiante sigue las instrucciones del profesor sin cuestionar y se enfoca en completar las tareas asignadas.
Cooperative learning involves students working in small groups to teach themselves course content. It promotes equality and allows quieter students to voice their opinions. Effective cooperative learning involves groups of 2-4 students covering material, problem-solving, or brainstorming. Peer tutoring is a type of cooperative learning where one student acts as a tutor for other group members. It provides individualized instruction and extra teaching for tutors and tutees. Partner learning pairs individual students to discuss course material to enhance understanding.
Cooperative learning involves students working together in groups to help one another learn. It is characterized by positive interdependence, individual accountability, face-to-face interaction, collaborative skills, and debriefing. Studies show it improves academic achievement, self-esteem, cultural respect, cooperation, and attitudes toward others. Examples of cooperative learning strategies include Student Team Achievement Divisions (STAD), Jigsaw, and Group Investigation. Topics that are suitable for cooperative learning include science, social studies, and environmental topics.
The document discusses effective teaching and learning. It states that the main focus of teaching is to facilitate learning, and that teaching activities need to be designed to produce changes in student behavior. It also discusses theories by educational theorists like Bernard, Gagne, Bloom, and Jackson on the relationship between teaching and learning. Key aspects discussed include adapting teaching methods to learning styles, setting educational objectives and evaluating learning outcomes, and creating appropriate learning experiences.
The document provides guidance on how to conduct effective training sessions using active learning strategies rather than solely relying on lectures. It recommends introducing yourself and participants, stating the training goals and objectives. It then discusses various active learning techniques to engage participants, such as brainstorming, case studies, demonstrations, roleplaying and others. The document emphasizes creating a comfortable environment and knowing your audience and materials to conduct a successful training session.
Co-Teaching: Six Models for Teacher SuccessEd Shepherd
In a time of AYP, NCLB, and IDEA there is a need for a form of teaching that can help meet the needs of both students and staff. Co-Teaching is the most commonly used form at this time.
This document lists the names of six third grade classes at a school - 3A, 3B, 3C, 3D, 3E, and 3F. Each class name is listed separately with no other text, indicating it is a roster or list of the third grade classes.
Professional Persona Project: Visual ResumeKwesi Ampofo
I have been fascinated by this industry since my childhood.
My name is Kwesi Papa Baffoe Ampofo and I want to get involved with the entertainment industry in anyway that I can. Take chances as they come along; I take chances because through my life, I have learned you never know where you may end up because of them. This has been what I have been learning and preparing myself for my whole life, on the way I found out other things about myself. But this is it. Adventure, strategy, RPG games have been my passion for the longest time. The same applies to movies. Just working in the entertainment field means growing with change, and thats where I want to head. I bring my skills from multiple fields. My video editing skills, modeling skills, animation skills, leadership skills, management skills, etc. I am a peoples person and I look forward to contributing all that and more to where ever I may end up.
My name is Papa. It’s weird but it defines me. It’s different but so am I. I am looking to learn and grow with my work and that of others. Give me that chance to prove myself. And I will not disappoint you. Thank you for your time!
This document discusses different leadership styles and their application in an educational setting. It describes Kurt Lewin's three main leadership styles: autocratic, where the leader makes all decisions; laissez-faire, where the leader gives complete freedom to followers; and democratic, where decisions are made collectively. It also outlines Bernard Bass' transformational leadership style, which inspires followers, and transactional leadership style, which focuses on rewards and punishments to motivate followers. Educational leaders play an important role in developing teaching and learning through the leadership style they adopt.
Electives in Undergraduate Medical Education: A sneak-peeklavanyasumanthraj
National Medical Commission has introduced electives module in Indian Undergraduate Medical System (CBME model). This slide set gives an introduction in to the basic principles (What, why, how, when) of Electives module
Professional learning communities (PLCs) are groups of educators that collaborate with the goal of improving student outcomes. They work to continuously enhance their teaching practice through sharing ideas and acting on new learning. Key characteristics of effective PLCs include a shared vision around student success, collective responsibility, and focus on student learning through collaboration. When teachers engage in high-quality PLCs, it can lead to benefits like higher student achievement, more commitment to shared goals, and greater job satisfaction among staff.
This document provides an overview of co-teaching strategies and best practices. It defines co-teaching as two or more teachers sharing responsibility for a classroom of students, including planning, instruction, and evaluation. It outlines four common co-teaching approaches: supportive teaching, parallel teaching, complementary teaching, and team teaching. It also emphasizes the importance of co-teachers establishing clear objectives, communicating effectively, managing conflicts, and finding time to plan lessons together.
This document discusses self-directed learning (SDL) using technology. It defines SDL as a process where individuals take responsibility for their own learning by determining needs, setting goals, finding resources, and evaluating outcomes. The document outlines 5 stages of an SDL model from dependent to self-directed. It lists advantages like increased confidence and motivation but also limitations like potential for errors. Finally, it suggests newer technologies that can enable SDL, including e-libraries, e-books, search engines, journals, videos, medical apps, email groups, and blogging.
El documento describe el Programa Escolar de Mejora Continua (PEMC), el cual es un instrumento para establecer objetivos y acciones destinadas a mejorar las condiciones de una escuela. El PEMC incluye un diagnóstico de la situación actual, objetivos y metas, acciones específicas, y planes de seguimiento y evaluación. El propósito del PEMC es fortalecer las áreas positivas de una escuela y abordar problemas prioritarios a través de un enfoque colaborativo que involucra a toda la comunidad educativa.
The document discusses various teaching and learning methods. It describes that learning is an individualized process influenced by intrinsic and extrinsic factors. The role of teachers is to facilitate learning through different methods like transmitting information, instructing, coaching, and facilitating problem-based or project-based learning. Some key teaching methods discussed include lectures, small group teaching, individualized teaching, and experiential teaching. Problem-based learning is described as a student-centered approach that uses clinical problems to stimulate self-directed learning.
Setting Up Successful Communities of Practice: An Experience ReportSesh Veeraraghavan
The document provides guidance on setting up successful Agile communities of practice (CoPs). It defines CoPs as groups that share a passion for their work, learn from each other, and interact regularly. The author details his experience establishing several CoPs at IHS, including for Scrum Masters and Product Owners. Key steps involved identifying the CoP domain and members, gaining executive support, creating a charter, and launching and sustaining regular meetings. Establishing CoPs helped improve knowledge sharing, collaboration, and employee engagement at IHS.
The Classroom Assessment Scoring System (CLASS) is an observation tool used to evaluate the quality of teacher-student interactions in early childhood education and K-12 classrooms. It focuses on emotional support, classroom organization, and instructional support. Trained observers use the CLASS to code interactions, with scores indicating areas of strength and opportunities for growth. Research shows the CLASS reliably measures interactions across diverse populations and relates to student outcomes.
The document discusses the key elements of a professional learning community (PLC) which are focused on continuous improvement to help all students learn at high levels. It states that a PLC is composed of collaborative teams that work interdependently towards common goals and are accountable to each other. A PLC engages in collective inquiry by gathering student data, developing strategies to address weaknesses, implementing and analyzing their impact to determine effectiveness and apply lessons to continuously improve. The document emphasizes that a PLC's efforts must be assessed based on results, not intentions, and that starting the work of a PLC is more effective than preparing to become one.
تعد إدارة الصف فنا وعلما ، فمن الناحية الفنية تعتمد هذه الإدارة على شخصية المعلم وأسلوبه في التعامل مع الطلاب في داخل الفصل وخارجه و تعد إدارة الصف علما بذاته بقوانينه وإجراءاته .
إن الإدارة الصفيّة هي ما يقوم به المعلم داخل غرفة الصف من أعمال لفظية، أو عمليّة من شأنها أن تخلق جواً تربوياً ومناخاً ملائماً يمكن المعلم والطالب معاً من بلوغ الأهداف التربويّة. وبأنها مجموعة عمليات متداخلة بعضها مع بعض تتكامل فيما بينها ويقوم بها شخص معين أو أشخاص بشكل يساعد على بلوغ أهداف معينة مخطط لها ومحددة بشكل مسبق
El documento describe el modelo tecnológico de enseñanza, en el que el profesor tiene objetivos claros y una metodología sistemática. Explica los temas y asigna actividades para que los estudiantes apliquen la teoría, evaluando el cumplimiento de los objetivos a través de pruebas. El estudiante sigue las instrucciones del profesor sin cuestionar y se enfoca en completar las tareas asignadas.
Cooperative learning involves students working in small groups to teach themselves course content. It promotes equality and allows quieter students to voice their opinions. Effective cooperative learning involves groups of 2-4 students covering material, problem-solving, or brainstorming. Peer tutoring is a type of cooperative learning where one student acts as a tutor for other group members. It provides individualized instruction and extra teaching for tutors and tutees. Partner learning pairs individual students to discuss course material to enhance understanding.
Cooperative learning involves students working together in groups to help one another learn. It is characterized by positive interdependence, individual accountability, face-to-face interaction, collaborative skills, and debriefing. Studies show it improves academic achievement, self-esteem, cultural respect, cooperation, and attitudes toward others. Examples of cooperative learning strategies include Student Team Achievement Divisions (STAD), Jigsaw, and Group Investigation. Topics that are suitable for cooperative learning include science, social studies, and environmental topics.
The document discusses effective teaching and learning. It states that the main focus of teaching is to facilitate learning, and that teaching activities need to be designed to produce changes in student behavior. It also discusses theories by educational theorists like Bernard, Gagne, Bloom, and Jackson on the relationship between teaching and learning. Key aspects discussed include adapting teaching methods to learning styles, setting educational objectives and evaluating learning outcomes, and creating appropriate learning experiences.
The document provides guidance on how to conduct effective training sessions using active learning strategies rather than solely relying on lectures. It recommends introducing yourself and participants, stating the training goals and objectives. It then discusses various active learning techniques to engage participants, such as brainstorming, case studies, demonstrations, roleplaying and others. The document emphasizes creating a comfortable environment and knowing your audience and materials to conduct a successful training session.
Co-Teaching: Six Models for Teacher SuccessEd Shepherd
In a time of AYP, NCLB, and IDEA there is a need for a form of teaching that can help meet the needs of both students and staff. Co-Teaching is the most commonly used form at this time.
This document lists the names of six third grade classes at a school - 3A, 3B, 3C, 3D, 3E, and 3F. Each class name is listed separately with no other text, indicating it is a roster or list of the third grade classes.
Professional Persona Project: Visual ResumeKwesi Ampofo
I have been fascinated by this industry since my childhood.
My name is Kwesi Papa Baffoe Ampofo and I want to get involved with the entertainment industry in anyway that I can. Take chances as they come along; I take chances because through my life, I have learned you never know where you may end up because of them. This has been what I have been learning and preparing myself for my whole life, on the way I found out other things about myself. But this is it. Adventure, strategy, RPG games have been my passion for the longest time. The same applies to movies. Just working in the entertainment field means growing with change, and thats where I want to head. I bring my skills from multiple fields. My video editing skills, modeling skills, animation skills, leadership skills, management skills, etc. I am a peoples person and I look forward to contributing all that and more to where ever I may end up.
My name is Papa. It’s weird but it defines me. It’s different but so am I. I am looking to learn and grow with my work and that of others. Give me that chance to prove myself. And I will not disappoint you. Thank you for your time!
plastik sürahi bir çok alanda ihtiyacımızı gören bir üründür daha çok evlerde kullandığımız plastik sürahi
http://www.ozgenplastik.com/kategori/plastik-surahi
Scientists have successfully levitated an atom, which is the first step towards building a quantum computer. Quantum computers could perform tasks like factorizing large numbers and finding solutions to complex equations much faster than classical computers. Researchers trapped a single atom using electric and magnetic fields in a device called a Paul ion trap at low pressure and temperature. This achievement represents the basic building block of a quantum computer, which would use multiple trapped atomic ions to store and process quantum information.
BitRush Investors Deck Update Oct 2015BitRush Corp
BitRush Corp is a blockchain business services provider offering technology like its BitCore FinTech Framework and business services including ad brokerage and payments. It operates a network of over 12,000 websites reaching over 6 million unique users monthly. BitRush is seeking funding to expand its technology and services to new markets in Asia and BRICS countries. It has growing revenues from advertising and transaction fees and projects continued strong revenue growth through 2020 as its user base and monetization increases.
IPS bab dokumen keles 2 mi/sd semester 1joy_purnama
Dokumen tersebut membahas beberapa jenis dokumen penting keluarga seperti akte kelahiran, rapor sekolah, kartu keluarga, dan KTP yang berisi identitas diri dan berguna untuk berbagai keperluan seperti mendaftar sekolah, bukti tempat tinggal, dan lainnya. Dokumen-dokumen tersebut perlu disimpan dengan baik agar tidak rusak.
Private equity has grown dramatically over the past decade, with global assets reaching $3.65 trillion excluding venture capital. Growth has been driven by strong investor allocations and the outperformance of private versus public companies. However, private equity growth has been slowing in recent years and may continue to do so. Firms will need to adapt to a potential "new normal" environment with relatively slower growth, focusing on protecting existing value and positioning for the future.
Reportlab è un programma per la creazione di documenti pdf con python.
Un documento può essere visto come la composizione di contenuti scritti all'interno di uno spazio.
Un programma per la creazione di documenti deve gestire due macro aree:
- come posizionare i vari contenuti all’interno dello spazio;
- quale aspetto dare ai diversi contenuti.
This document summarizes the business plan of The Streetwear Corporation, which provides services to crypto startups through two segments. Segment B1 operates a startup service platform providing advertising, payments, hosting, and consulting. Segment B2 incubates promising startups in areas like bitcoin lottery, gaming, and remittance. Financial forecasts are provided for 2015-2018 under best and worst case scenarios, with the best case involving expansion to China and additional startup deals generating earlier returns.
BitRush Corp is a blockchain business services company with segments in technology & business services, crypto business services, and an incubator & investment platform. It operates websites like AdBit and JokerTimes, and has gaming technology. It aims to become the "Google AdWords" for blockchain by offering ad brokerage and payment processing services to the 75 million websites in its network. It projects rapid growth in unique users from 7 million in 2016 to 170 million in 2019, and revenue growth from $5 million to over $40 million in the same period. BitRush seeks private placement funds to continue expanding its services and technology.
The document summarizes feedback received from audiences on advertisements and a sponsorship sequence created by the author for a clothing brand. Key points included that the Christmas advertisement's soundtrack did not fit the brand and was changed, footage in the advertisements was altered to include more first-person perspectives and hands. Feedback also prompted doubling the number of photos in one advert and improving the ending. Color selection was expanded in the sponsorship sequence and the voiceover was changed to be gender-neutral. A second screening confirmed the changes improved the pieces.
The document discusses using a cybernetics approach to understand sales incentive compensation management (ICM) as a business system. It describes cybernetics as the study of communication and control in living organisms and organizations. Applying this approach allows visualizing the ICM system and its sub-systems and feedback loops. Positive feedback loops reinforce the system, while negative loops regulate it. A cybernetics influence diagram can represent the ICM system and feedback relationships to analyze system dynamics.
PowerPoint fue desarrollado por Forethought en 1987 para computadoras Macintosh. Este programa brinda múltiples opciones para hacer presentaciones de manera útil y concisa mediante la inclusión de texto, gráficos, sonidos, videos e imágenes. PowerPoint permite interactuar de manera práctica con todo tipo de público.
This short document promotes creating presentations using Haiku Deck, a tool for making slideshows. It encourages the reader to get started making their own Haiku Deck presentation and sharing it on SlideShare. In just one sentence, it pitches the idea of using Haiku Deck to easily create engaging slideshows.
This document discusses the rise of business development companies (BDCs) as financiers for middle-market companies. BDCs have grown significantly in recent years, with market capitalization reaching $32 billion and loan balances at $55 billion. They have become major lenders to middle-market companies as banks have scaled back lending due to new regulations. The document outlines the benefits that BDCs provide to both sponsors and investors, as well as growth drivers for the industry. It also discusses important regulatory, tax, and valuation considerations for sponsors looking to launch or acquire a BDC.
This document provides information and resources for evaluating the performance of an accounting executive, including:
1. A 4-page sample job performance evaluation form with rating scales for evaluating an accounting executive's performance, strengths, areas for improvement, and signatures.
2. A list of 6 performance appraisal methods: management by objectives, critical incident, behaviorally anchored rating scales, behavioral observation scales, 360 degree feedback, and checklist/weighted checklist.
3. Descriptions and examples of the top 12 methods for evaluating an accounting executive's performance, including management by objectives, critical incident, behaviorally anchored rating scales, and 360 degree feedback.
This document contains materials for evaluating the performance of a senior marketing executive, including:
1. A job performance evaluation form with sections for reviewing performance factors, strengths/achievements, areas for improvement, and signatures.
2. Examples of performance review phrases for evaluating various skills and attributes.
3. An overview of the top 12 methods for performance appraisal, including Management by Objectives, Critical Incident Method, Behaviorally Anchored Rating Scales, and 360 Degree Feedback.
The goal is to provide a structured process and language for assessing the senior marketing executive's performance and setting goals for improvement.
The Agency is a creative and media services agency with 10 years of experience and dedicated employees. Jonatan will personally manage this new account and act as a liaison between the client and Agency departments.
The document discusses integrating the marketing of Kalmar, Sweden across different communication channels. Currently, Facebook focuses on football and events, YouTube promotes an Ironman competition, and the overall messaging is inconsistent. This threatens relationships with visitors. Competitor Öland is identified, so the strategy proposes focusing the branding on Ironman as a symbol of Kalmar's three aspects, to appeal to more target markets. A commercial will air promoting Kalmar counting to three for its historical, modern, and Ironman offerings.
This document contains information about performance evaluation forms and methods for clinical trial managers. It includes a 4-page sample performance evaluation form with rating scales for various performance factors. It also lists the top 12 methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360-degree feedback. Useful phrases for evaluating different performance dimensions like attitude, decision-making, and problem-solving skills are provided as well.
This document contains information related to evaluating the performance of a project controls manager, including:
1. Sample performance evaluation forms for a project controls manager with rating scales and categories like administration, communication, decision making, etc.
2. Examples of positive and negative phrases that can be used in a performance review for areas like attitude, creativity, problem solving, teamwork, etc.
3. An overview of the top 12 methods for performance appraisal for a project controls manager, including management by objectives, critical incident method, behaviorally anchored rating scales, and 360 degree feedback.
The document provides guidance, templates, and language that can be used to conduct a thorough performance review of a project controls manager.
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3. Job Performance Evaluation Form Page 3
I. Clinical project manager performance form
Name:
Evaluation Period:
Title: Date:
PERFORMANCE PLANNING AND RESULTS
Performance Review
Use a current job description (job descriptions are available on the HR web page).
Rate the person's level of performance, using the definitions below.
Review with employee each performance factor used to evaluate his/her work performance.
Give an overall rating in the space provided, using the definitions below as a guide.
Performance Rating Definitions
The following ratings must be used to ensure commonality of language and consistency on
overall ratings: (There should be supporting comments to justify ratings of “Outstanding” “Below Expectations,
and “Unsatisfactory”)
Outstanding Performance is consistently superior
Exceeds Expectations Performance is routinely above job requirements
Meets Expectations Performance is regularly competent and dependable
Below Expectations Performance fails to meet job requirements on a frequent basis
Unsatisfactory Performance is consistently unacceptable
A. PERFORMANCE FACTORS(use job description as basis of this evaluation).
Administration - Measures effectiveness in planning, Outstanding
Exceeds Expectations
4. Job Performance Evaluation Form Page 4
organizing and efficiently handling activities and eliminating
unnecessary activities
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Knowledge of Work - Consider employee's skill level,
knowledge and understanding of all phases of the job and
those requiring improved skills and/or experience.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Communication - Measures effectiveness in listening to
others, expressing ideas, both orally and in writing and
providing relevant and timely information to management,
co-workers, subordinates and customers.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Teamwork - Measures how well this individual gets along
with fellow employees, respects the rights of other
employees and shows a cooperative spirit.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Decision Making/Problem Solving - Measures
effectiveness in understanding problems and making timely,
practical decisions.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Expense Management - Measures effectiveness in
establishing appropriate reporting and control procedures;
operating efficiently at lowest cost; staying within
established budgets.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Human Resource Management - Measures effectiveness in
selecting qualified people; evaluating subordinates'
performance; strengths and development needs; providing
constructive feedback, and taking appropriate and timely
action with marginal or unsatisfactory performers. Also
considers efforts to further the university goal of equal
employment opportunity.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Independent Action - Measures effectiveness in time
management; initiative and independent action within
prescribed limits.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Job Knowledge - Measures effectiveness in keeping Outstanding
Exceeds Expectations
5. Job Performance Evaluation Form Page 5
knowledgeable of methods, techniques and skills required
in own job and related functions; remaining current on new
developments affecting SPSU and its work activities.
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Leadership - Measures effectiveness in accomplishing
work assignments through subordinates; establishing
challenging goals; delegating and coordinating effectively;
promoting innovation and team effort.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Managing Change and Improvement - Measures
effectiveness in initiating changes, adapting to necessary
changes from old methods when they are no longer
practical, identifying new methods and generating
improvement in facility's performance.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Customer Responsiveness - Measures responsiveness and
courtesy in dealing with internal staff, external customers
and vendors; employee projects a courteous manner.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Personal Appearance - Measures neatness and personal
hygiene appropriate to position.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Dependability - Measures how well employee complies
with instructions and performs under unusual
circumstances; consider record of attendance and
punctuality.
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
Safety - Measures individual's work habits and attitudes as
they apply to working safely. Consider their contribution to
accident prevention, safety awareness, ability to care for
SPSU property and keep workspace safe and tidy.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Employee's Responsiveness - Measures responsiveness in
completing job tasks in a timely manner.
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
6. Job Performance Evaluation Form Page 6
B. EMPLOYEE STRENGTHS AND ACCOMPLISHMENTS:Include those which are relevant
during this evaluation period. This should be related to performance or behavioral
aspects you appreciated in their performance.
C. PERFORMANCE AREAS WHICH NEED IMPROVEMENT:
D. PLAN OF ACTION TOWARD IMPROVED PERFORMANCE:
7. Job Performance Evaluation Form Page 7
E. EMPLOYEE COMMENTS:
F. JOB DESCRIPTION REVIEW SECTION: (Please check the appropriate box.)
Employee job description has been reviewed during this evaluation and no changes
have been made to the job description at this time.
Employee job description has been reviewed during this evaluation and modifications
have been proposed to the job description. The modified job description is attached to
this evaluation.
G. SIGNATURES:
Employee Date
(Signature does not necessarily denote agreement with official review and means only that theemployee was
given theopportunity to discuss theofficial review with thesupervisor.)
Evaluated by Date
Reviewed by Date
8. Job Performance Evaluation Form Page 8
II. Clinical project manager performance phrases
1.Attitude Performance Review Examples – clinical project manager
Positive review
Holly has one of those attitudes that is always positive. She frequently has a smile on her
face and you can tell she enjoys her job.
Greg is a cheerful guy who always makes you feel delighted when you’re around him.
We are fortunate to have Greg on our team.
Thom has an even demeanor through good times and bad. His constant cheer helps others
keep their “enthusiasm” – both positive and negative – in check.
Negative review
Jim frequently gives off “an air” of superiority to his coworkers. He is not approachable
and is rough to work with.
Bill has a dreadful outlook at times which has a tendency to bring down the entire team.
For the most part, Lenny is a personable guy, but when he gets upset, his attitude turns
shocking. Lenny needs to balance his personality out and not react so much to negative
events.
2.Creativity and Innovation Performance Review Phrases for clinical project manager
Positive review
Sally has a creative touch in a sometimes monotonous role within our team – the way she
adds inspiration to the day to day tasks she performs is admirable.
When a major problem arises, we frequently turn to Jon for his creativity in solving
problems. The way he can look at an issue from different sides is a great resource to our
team.
Whenever we need a fresh look at a problem, we know we can turn to Julia for a novel
perspective.
9. Job Performance Evaluation Form Page 9
Negative review
Paul’s team feels discouraged as he often “shoots down” creative ideas without any
explanation. Paul should be more willing to listen to ideas before he rejects them outright.
Jean does not tap into the creative side of her team and consistently overlooks the
innovate employees reporting to her.
Kevin has a difficult time thinking “outside of the box” and creating new and untested
solutions.
3.Performance review phrases for decision making – clinical project manager
Positive performance review phrases for decision making
A person with good decision-making skills should be a person:
• Be able to make sound fact-based judgments;
• Be able to work out multiple alternative solutions and determined the most suitable one;
• Be objective in considering a fact or situation;
• Be firm to not let the individual emotion and feeling affect on the made decision;
Negative performance review phrases for decision making
• Be hesitant in making decision and too much cautious in making the final decision which often
results in wrong decision;
• Apply complex and impractical approaches in solving problems;
• Fail to make a short-list of solutions recommended by direct units;
• Be paralyzed and confused when facing tight deadlines to make decisions;
4.Interpersonal Skills Performance ReviewPhrases – clinical project manager
Positive review
Ben has a natural rapport with people and does very well at communicating with others.
Sally has a knack for making people feel important when she speaks with them. This
translates into great opportunities for teamwork and connections to form.
10. Job Performance Evaluation Form Page 10
Jack makes people feel at home with him. His natural ability to work with people is a
great asset to our team.
Negative review
Tim does not understand how crucial good working relationships with fellow team
members are.
John has an excellent impression among the management team, yet his fellow team
members cannot stand working with him.
Paula seems to shrink when she’s around others and does not cultivate good relations
with her co-workers.
5.Problem Solving Skills Employee Evaluation Examples – clinical project manager
Positive review
Greg’s investigative skills has provided a key resource for a team focused on solving
glitches. His ability to quickly assess a problem and identify potential solutions is key to
his excellent performance.
Frank examines a problem and quickly identifies potential solutions – and then makes a
recommendation as to what solution to pursue.
Rachel understands the testing process and how to discover a solution to a particular
problem.
Negative review
Joan is poor at communicating problem status before it becomes a crisis.
Bill can offer up potential solutions to a problem, but struggles to identify the best
solution.
Unraveling a problem to discuss the core issues is a skill Janet lacks.
Peter resists further training in problem solving, believing he is proficient, yet lacking in
many areas.
In his technical role, we turn to James often to solve problems. He seems slow and
indecisive when presented with a major issue.
11. Job Performance Evaluation Form Page 11
6.Teamwork Skills Performance Appraisal Phrases – clinical project manager
Positive review
Harry manages his relationships with his coworkers, managers, and employees in a
professional manner.
Tom contributes to the success of the team on a regular basis.
Ben isn’t concerned about who gets the credit, just that the task gets accomplished.
Mary is a team player and understands how to help others in times of need.
Peter is the consummate team player.
Negative review
Bill does not assist his teammates as required.
Ryan holds on to too much and does not delegate to his team effectively.
Bryan focuses on getting his own work accomplished, but does not take the time to help
those members of his team who are struggling to keep up.
Peter was very good at teamwork when he was just a member of the team, now that he is
in a supervisory role, Peter has lost much of those teamwork skills.
Lyle works with the team well when his own projects are coming due and he needs help,
but once those are accomplished, he does not frequently help others on their projects.
12. Job Performance Evaluation Form Page 12
III.Top 12 methods for clinical project manager performance
appraisal:
1.Management by Objectives (MBO) Method
This is one of the best methods for the judgment of an employee's performance, where the
managers and employees set a particular objective for employees and evaluate their performance
periodically. After the goal is achieved, the employees are also rewarded according to the results.
This performance appraisal method of management by objectives depends on accomplishing the
goal rather than how it is accomplished.
-----------------------------
MBO Features
MBO emphasizes participatively set goals that are tangible, verifiable and measurable.
MBO focuses attention on what must be accomplished (goals) rather than how it is to be
accomplished (methods).
MBO, by concentrating on key result areas translates the abstract philosophy of management
into concrete phraseology. The technique can be put to general use (non-specialist technique).
Further it is “a dynamic system which seeks to integrate the company's need to clarify and
achieve its profit and growth targets with the manager's need to contribute and develop
himself”.
MBO is a systematic and rational technique that allows management to attain maximum
results from available resources by focusing on achievable goals. It allows the subordinate
plenty of room to make creative decisions on his own.
-----------------------------
13. Job Performance Evaluation Form Page 13
2.Critical Incident Method
In this method, the manager writes down the positive and negative behavioral performance of the
employees. This is done throughout the performance period and the final report is submitted as
the assessment of the employees. This method helps employees in managing their performance
and improves the quality of their work.
-----------------------------
Disadvantages of critical Incident
This method suffers however from the following limitations:
• Critical incidents technique of evaluation is applied to evaluate the performance of superiors
rather than of peers of subordinates.
• Negative incidents may be more noticeable than positive incidents.
• It results in very close supervision which may not be liked by the employee.
• The recording of incidents may be a chore for the manager concerned, who may be too busy or
forget to do it.
• The supervisors have a tendency to unload a series of complaints about incidents during an
annual performance review session.
-----------------------------
3.Behaviorally Anchored Rating Scales (BARS)
The BARS method is used to describe a rating of the employee's performance which focuses on
the specific behavior as indicators of effective and ineffective performance. This method is
usually a combination of two other methods namely, the rating scale and critical incident
technique of employee evaluation.
-----------------------------
Rating scales for BARs
Each behavior can rate at one of 7 scales as follows (you can set scales depend on your
requirements)
• Extremely poor (1 points)
• Poor (2 points)
• Below average (3 points)
• Average (4 points)
• Above average (5 points)
• Good (6 points)
• Extremely good (7 points)
-----------------------------
4.Behavioral Observation Scales (BOS)
It is defined as the frequency rating of critical incidents which the employee has performed over
a specific duration in the organization. It was developed because methods like graphic rating
scales and behaviorally anchored rating scales (BARS) depend on vague judgments made by the
supervisors about employees.
14. Job Performance Evaluation Form Page 14
-----------------------------
5.360 Degree Performance Appraisal Method
The definition of this performance evaluation method is that, it is a system or process wherein
the employees receive some performance feedback examples, which are anonymous and
confidential from co-workers. This process is conducted by managers and subordinates who,
through 360 degrees, measure certain factors about the employees. These are behavior and
competence, skills such as listening, planning and goal-setting, teamwork, character, and
leadership effectiveness.
-----------------------------
Advantages of 360 degree appraisal
• Offer a more comprehensive view towards the performance of employees.
• Improve credibility of performance appraisal.
• Such colleague’s feedback will help strengthen self-development.
• Increases responsibilities of employees to their customers.
• The mix of ideas can give a more accurate assessment.
• Opinions gathered from lots of staff are sure to be more persuasive.
• Not only manager should make assessments on its staff performance but other colleagues
should do, too.
• People who undervalue themselves are often motivated by feedback from others.
• If more staff takes part in the process of performance appraisal, the organizational culture of the
company will become more honest.
-----------------------------
6.Checklist and Weighted Checklist Method
The checklist method comprises a list of set objectives and statements about the employee's
behavior. For example, leadership skills, on-time delivery, innovation, etc. If the appraiser
believes that the employee possesses the trait mentioned in the checklist, he puts a tick in front of
it. If he thinks the employee doesn't have a particular trait he will leave it blank and mentions
about it in the improvement column. Weighted checklist is a variation of the checklist method
where a value is allotted to each question. The value of each question can differ based on its
importance. The total score from the checklist is taken into consideration for evaluating the
employee's performance. It poses a strong threat of bias on the appraiser's end. Though this
method is highly time-consuming and complex, it is widely used for performance evaluation.
-----------------------------
Advantages and disadvantages of weighted checklist
• This method help the manager in evaluation of the performance of the employee.
• The rater may be biased in distinguishing the positive and negative questions. He may assign
biased weights to the questions.
• This method also is expensive and time consuming.
15. Job Performance Evaluation Form Page 15
• It becomes difficult for the manager to assemble, analyze and weigh a number of statements
about the employee’s characteristics, contributions and behaviors.
-----------------------------
7.Graphic Rating Scale Method
Graphic rating scale is one of the most frequently used performance evaluation methods. A
simple printed form enlists the traits of the employees required for completing the task
efficiently. They are then rated based on the degree to which an employee represents a particular
trait that affects the quantity and quality of work. A rating scale is adopted and implemented for
judging each trait of the employee. The merit of using this method is that it is easy to calculate
the rating. However, a major drawback of this method is that each characteristic is given equal
weight and the evaluation may be subjective.
-----------------------------
Advantages and Disadvantage of the rating scales
Advantages of the rating scales
• Graphic rating scales are less time consuming to develop.
• They also allow for quantitative comparison.
Disadvantages of the rating scales
• Different supervisors will use the same graphic scales in slightly different ways.
• One way to get around the ambiguity inherent in graphic rating scales is to use behavior based
scales, in which specific work related behaviors are assessed.
• More validity comparing workers ratings from a single supervisor than comparing two workers
who were rated by different supervisors.
-----------------------------
8.Comparative Evaluation Method
Two ways are used to make a comparative evaluation, namely, the simple ranking method and
the paired comparison method. In the simple or straight ranking method the employee is rated by
the evaluator on a scale of best to worst. However, the evaluator may be biased and may not
judge the overall performance effectively in the absence of fixed criteria. This kind of evaluation
may be more opinion-based than fact-based.
Under the paired comparison method, the overall performance of one individual is directly
compared with that of the other on the basis of a common criterion. This comparison is all
evasive and not job-specific. While some employees emerge as clear front runners, there are
others who seem to be lagging behind. This is not a popular evaluation system as employers do
not want to encourage discrimination. This is useful in companies which have a limited number
of promotions or funds.
-----------------------------
16. Job Performance Evaluation Form Page 16
Steps to conduct paired comparison analysis
• List the options you will compare (elements as A, B, C, D, E for example).
• Create a table 6 rows and 7 column.
• Write down option to column and row; A to row second, cell first from left and A to row first,
cell second from left; B to row third, cell first from left and B to row first, cell third from left etc;
column seventh is total point.
• Identify importance from 0 (no difference) to 3 (major difference).
• Compare element “A” to B, C, D, E and place “point” at each cell.
• Finally, consolidate the results by adding up the total of all the values for each of the options.
You may want to convert these values into a percentage of the total score.
-----------------------------
9.Forced Choice Method
In this method, the appraiser is asked to choose from two pairing statements which may appear
equally positive and negative. However, the statements dictate the performance of the employee.
An excellent example of this can be "works harder" and "works smarter". The appraiser selects a
statement without having knowledge of the favorable or the unfavorable one. This method works
in companies where the appraiser shows a tendency to under-evaluate or over-evaluate the
employees. Also, it is very costly to implement and does not serve the purpose of developing the
employees. It can also frustrate the appraiser as he does not know which is the right option.
-----------------------------
10.Forced Distribution Method
In this method, the appraiser rates employees according to a specific distribution. For example,
out of a set of 5 employees, 2 will get evaluated as high, 2 will get evaluated as average while 1
will be in the low category. This method has several benefits as it tries to eliminate the leniency
and central tendency of the appraiser. However, its biggest drawback is the fact that it
encourages discrimination among the employees. Another major problem with this method is
that it dictates that there will be forced distribution of grades even when all the employees are
doing a good job.
-----------------------------
Advantages and disadvantages of forced Ranking
Advantages:
• They force reluctant managers to make difficult decisions and identify the most and least
talented members of the work group.
• They create and sustain a high performance culture in which the workforce continuously
improves.
Disadvantages
• They increase unhealthy cut-throat competitiveness;
• They discourage collaboration and teamwork;
• They harm morale;
• They are legally suspect giving rise to age discrimination cases.
17. Job Performance Evaluation Form Page 17
-----------------------------
11.Essay Evaluation Method
In the essay method of evaluation the appraiser writes an elaborate statement about the employee
who is being evaluated. He mentions the employee's strengths and weaknesses. He also suggests
ways to improve his performance and appreciates the good qualities. This essay can be prepared
by the appraiser alone or together with the employee. As the criteria for evaluation is not defined,
it helps the appraiser to focus on the areas that actually need improvement. This open-ended
method accords flexibility and eliminates rigidity which is observed in criteria-driven
evaluations. However, it is a highly time-consuming and subjective method, and may not
necessarily work for the benefit of the organization.
-----------------------------
Essay evaluation is a non-quantitative technique
This method is advantageous in at least one sense, i.e., the essay provides a good deal of
information about the employee and also reveals more about the evaluator. The essay evaluation
method however, suffers from the following limitations:
It is highly subjective; the supervisor may write a biased essay. The employees who are
sycophants will be evaluated more favorably then other employees.
Some evaluators may be poor in writing essays on employee performance. Others may be
superficial in explanation and use flowery language which may not reflect the actual
performance of the employee. It is very difficult to find effective writers nowadays.
The appraiser is required to find time to prepare the essay. A busy appraiser may write the
essay hurriedly without properly assessing the actual performance of the worker. On the other
hand, appraiser takes a long time, this becomes uneconomical from the view point of the firm,
because the time of the evaluator (supervisor) is costly.
12.Performance Test and Observation Method
This method deals with testing the knowledge or skills of the employees. It can be implemented
in the form of a written test or can be based on the actual presentation of skills. The test must be
conceived by the human resources department and conducted by a reliable evaluator who has in-
depth knowledge about the field of the test. There can be bias if the performance is evaluated on
the presentation of skills. However, a written test can be a reliable yardstick to measure the
knowledge. Tests will also enable the management to check the potential of employees.
However, if the human resources department decides to outsource the compilation of the test, it
may incur additional cost for the organization.
18. Job Performance Evaluation Form Page 18
Fields/positions related to performance appraisal:
The above performance appraisal can be used for fields as:
construction, manufacturing, healthcare, non profit, advertising, agile, architecture, automotive,
agency, budget, building, business development, consulting, communication, clinical research,
design, software development, product development, interior design, web development,
engineering, education, events, electrical, exhibition, energy, ngo, finance, fashion, green card,
oil gas, hospital, it, marketing, media, mining, nhs, non technical, oil and gas, offshore,
pharmaceutical, real estate, retail, research, human resources, telecommunications, technology,
technical, senior, digital, software, web, clinical, hr, infrastructure, business, erp, creative, ict,
hvac, sales, quality management, uk, implementation, network, operations, architectural,
environmental, crm, website, interactive, security, supply chain, logistics, training, project
management, administrative management…
The above performance appraisal also can be used for job title levels:
entry level, junior, senior, assistant, associate, administrator, clerk, coordinator, consultant,
controller, director, engineer, executive, leader, manager, officer, specialist, supervisor, VP…