This performance review package provides forms and guidance for evaluating employee performance. It includes 9 forms for conducting performance reviews, 2 forms for probation reviews, 2 forms for employee self-evaluations, and templates for documenting performance issues and warnings. The package explains how to prepare for a review, including gathering relevant documents and providing drafts for employee input. It also provides tips for handling common employee behaviors during reviews such as defensiveness, anger, or lack of response. The goal is to facilitate a constructive review process through open communication.
This document provides a summary of key steps for employees to request and manage flexible working arrangements:
1. Identify potential flexibility options that could work, considering your team's needs. Discuss options with your manager and be prepared to address their concerns about productivity, commitment, trust and communication.
2. Express interest to your manager by emphasizing understanding of challenges, a results-focused approach, and how flexibility could help organizational goals. Suggest negotiating a small set of options.
3. Recognize your preferred flexibility may not be possible. Australian law provides a right to request flexibility for some employees, but employers can refuse for reasonable business reasons. Be prepared with alternative ideas.
4. To make
NCV 3 Business Practice Hands-On Support Slide Show - Module 1Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
The document discusses compressed workweeks, where employees work longer hours over fewer days in order to fulfill their standard work hours in a week. It describes potential benefits for both employers and employees, such as energy savings, extended office hours, better work-life balance, and three-day weekends. The document also outlines considerations for implementing a compressed workweek schedule, including determining employee eligibility and managing paid time off and holidays.
NCV 3 Business Practice Hands-On Support Slide Show - Module 5Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
The document discusses several alternative working schedules including compressed work weeks, flexible working hours, job sharing, telecommuting, and part-time work. Compressed work weeks allow full-time work to be completed in fewer than five days. Flexible working hours give employees choice in daily work timing. Job sharing divides one full-time job between two people. Telecommuting allows working from home using technology. Part-time work is less than the standard 40-hour week. Each alternative comes with benefits like more flexibility and time off as well as challenges like difficulty separating work and personal life.
Job enlargement - Techniques for designing jobs - Manu Melwin Joymanumelwin
Job enlargement involves expanding jobs horizontally by increasing the number and variety of tasks an employee performs within their existing role. This can include adding tasks like physically delivering mail to departments or running outgoing letters through a postage meter to a mail sorter's existing duties of sorting incoming mail by department. However, studies have shown job enlargement does not necessarily provide more challenge or meaningfulness to employees and may instead result in workers feeling they have multiple uninteresting tasks rather than one.
This presentation is offering information on how an organization can transition from their current organizational culture and processes to a Results-Only Working Environment. This new working environment allows employees the ultimate freedom in controlling and scheduling their time to have a greater work-life balance. I created this presentation for my current internship with JumpStart: HR.
Job design involves determining the duties, responsibilities, and relationships involved in a job. It provides information on qualifications and rewards. Key factors in job design include the scope of work, ensuring the job is challenging yet matches the employee's skills, and balancing organizational and individual needs. Techniques for job design include work simplification, job rotation, job enlargement, and job enrichment. The goal is to reduce boredom and monotony while increasing motivation and satisfaction.
This document provides a summary of key steps for employees to request and manage flexible working arrangements:
1. Identify potential flexibility options that could work, considering your team's needs. Discuss options with your manager and be prepared to address their concerns about productivity, commitment, trust and communication.
2. Express interest to your manager by emphasizing understanding of challenges, a results-focused approach, and how flexibility could help organizational goals. Suggest negotiating a small set of options.
3. Recognize your preferred flexibility may not be possible. Australian law provides a right to request flexibility for some employees, but employers can refuse for reasonable business reasons. Be prepared with alternative ideas.
4. To make
NCV 3 Business Practice Hands-On Support Slide Show - Module 1Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
The document discusses compressed workweeks, where employees work longer hours over fewer days in order to fulfill their standard work hours in a week. It describes potential benefits for both employers and employees, such as energy savings, extended office hours, better work-life balance, and three-day weekends. The document also outlines considerations for implementing a compressed workweek schedule, including determining employee eligibility and managing paid time off and holidays.
NCV 3 Business Practice Hands-On Support Slide Show - Module 5Future Managers
This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
The document discusses several alternative working schedules including compressed work weeks, flexible working hours, job sharing, telecommuting, and part-time work. Compressed work weeks allow full-time work to be completed in fewer than five days. Flexible working hours give employees choice in daily work timing. Job sharing divides one full-time job between two people. Telecommuting allows working from home using technology. Part-time work is less than the standard 40-hour week. Each alternative comes with benefits like more flexibility and time off as well as challenges like difficulty separating work and personal life.
Job enlargement - Techniques for designing jobs - Manu Melwin Joymanumelwin
Job enlargement involves expanding jobs horizontally by increasing the number and variety of tasks an employee performs within their existing role. This can include adding tasks like physically delivering mail to departments or running outgoing letters through a postage meter to a mail sorter's existing duties of sorting incoming mail by department. However, studies have shown job enlargement does not necessarily provide more challenge or meaningfulness to employees and may instead result in workers feeling they have multiple uninteresting tasks rather than one.
This presentation is offering information on how an organization can transition from their current organizational culture and processes to a Results-Only Working Environment. This new working environment allows employees the ultimate freedom in controlling and scheduling their time to have a greater work-life balance. I created this presentation for my current internship with JumpStart: HR.
Job design involves determining the duties, responsibilities, and relationships involved in a job. It provides information on qualifications and rewards. Key factors in job design include the scope of work, ensuring the job is challenging yet matches the employee's skills, and balancing organizational and individual needs. Techniques for job design include work simplification, job rotation, job enlargement, and job enrichment. The goal is to reduce boredom and monotony while increasing motivation and satisfaction.
Developing Job Breakdown Sheets according TWI methodologyMichele Lauriero
Simple but effective presentation, prepared for a small company's key production persons (foremen and team leaders) to prepare the project of writing the full set of job breakdown sheets as first step of implementation of the TWI (Training Within Industry) methodology.
Job simplification - Techniques for designing jobs - Manu Melwin Joymanumelwin
Job simplification is a technique for designing jobs where tasks are broken down into their smallest units and those units are assigned as whole jobs to workers. It involves dividing jobs into smaller components and assigning them to workers. Fast food restaurants often use this approach as employees can easily learn simplified tasks. However, it can result in workers experiencing boredom and lack of motivation.
Bus 423 Enthusiastic Study / snaptutorial.comGeorgeDixon75
Mark Jones, a Production Manager, has been transferred from the manufacturing plant in his hometown of Chicago to his company's overseas manufacturing plant in Osaka, Japan.
1. The document discusses various strategies for improving employee and organizational performance, including identifying performance gaps, planning interventions, implementing changes, and evaluating results.
2. It emphasizes that improving employee productivity requires addressing workplace environment, conditions, and culture through widespread changes implemented by employers.
3. Maintaining high employee performance also demands ongoing commitment to improvement from both individuals and businesses.
The document describes a flexi-time work schedule that allows employees flexibility in their starting and ending times each day while still requiring them to work 8 hours. Under this schedule, employees can choose their own start times between 7am-9am and end times between 4pm-7pm, with core hours from 9am-11:30am and 1pm-4pm that must be worked. Flexi-time is said to improve productivity, morale, and reduce absenteeism by allowing employees to balance work and personal commitments better. Potential downsides include increased utility costs and difficulties coordinating with suppliers and customers.
This document provides guidance on performance management and reviews. It discusses setting goals and providing feedback, including:
- Establishing clear goals that support organizational success and are measurable
- Providing immediate, specific, and sincere praise and feedback on progress
- Correcting poor performance immediately by focusing on behavior and encouraging improvement
It also outlines best practices for conducting performance reviews, such as preparing in advance, discussing strengths and areas for growth, setting new objectives, and following up after to ensure progress is being made. The overall message is that effective performance management is key to leadership success.
Flexible working allows employees to determine how, when, and where they work. There are three main flexible working arrangements: full-time, part-time, and career flexibility. Full-time options include flexible hours, teleworking, time banks, and compressed work weeks. Part-time options include reduced hours and job sharing. Career flexibility allows changes in career or breaks without penalties. Flexible working has pros for both employees and employers like improved work-life balance, reduced costs, and increased productivity and morale. However, flexible working also has cons such as increased utility costs, difficulties tracking time, and potential communication issues.
Training Within Industry (TWI) 101 - Dozuki Workshop SeriesDozuki Software
Watch the full presentation: http://www.dozuki.com/resources/register-for-training-within-industry-101
Looking for a standard framework to scale and train your teams? Curious about how LEGO applies TWI to its global workforce? Want to know what manufacturing and healthcare industries have in common? Our conversation with Patrick Graupp of the TWI Institute covered it all.
Highlights include an example of how to create a job breakdown and how proper job training helps reduce operating costs across industries.
This presentation includes:
- How to break a job down for instruction
- How TWI helps train remote employees
- What is a 'key point'
- How to set up an organizational training structure
- How to continue to improve instructions with employee feedback
- ... and more
This document provides guidance on how to effectively complete an in-tray or e-tray exercise. It recommends prioritizing tasks based on importance and urgency, delegating less important tasks to others, and monitoring delegated tasks. It also suggests reading all documents before prioritizing to understand interrelationships, and provides sample exercises and questions to practice these skills. The goal is to demonstrate efficient time management and decision-making under pressure.
This document summarizes an employee's annual performance review. It includes sections to rate the employee's performance in various areas like quality of work, communication skills, and safety practices. The supervisor provides an overall performance rating and identifies areas for improvement. The employee and multiple levels of management then sign off on the review.
This document outlines a flexi-time work system and its advantages and disadvantages. Under flexi-time, employees work a set number of hours per week but can vary their start and end times within limits. They must be present during core hours but have flexibility otherwise. Advantages include improved productivity, morale and work-life balance. Disadvantages are increased utility costs, challenges with time-tracking and supervision, and potential communication issues.
This document discusses various types of working practices:
- Full time work means working a set number of hours per week, usually 9-5 Monday to Friday. It provides stability but lacks flexibility.
- Part time work means a reduced number of hours, either per day or per week. It provides flexibility but may be costly for employers.
- Flexi time allows employees to choose their own start and end times as long as they work the required weekly hours and are present during core hours. This benefits both employees and employers.
- Job share splits one full time role between two part time employees who share responsibilities and resources. This retains valued employees and increases available skills.
- Homeworking allows employees
This document provides information about assignments for the ISCOM 305 class, including:
- Assignments cover topics like the importance of operations management, new hire training programs, forecasting, quality tools, supply chain management, and lean production.
- Assignments involve writing papers, creating presentations, developing training modules, and applying course concepts to case studies for companies like Apple, Legoland, and Toyota.
- Students must address topics like new product development, process improvement, inventory management, and aggregate planning for hypothetical products and companies. Academic references and APA formatting are required.
- Additional resources are provided on the instructor's website for more information on class assignments.
This training presentation from Drexel University's Human Resources department covers performance appraisals. It discusses the importance of performance appraisals for the organization, supervisors, and employees. It reviews how to complete appraisal forms, set goals, provide feedback and coaching, and handle employee reactions. The agenda includes an overview of management's role in the process, a review of the performance appraisal form, and answers to frequently asked questions.
In this file, you can ref useful information about how to conduct a performance appraisal such as how to conduct a performance appraisal methods, how to conduct a performance appraisal tips, how to conduct a performance appraisal forms, how to conduct a performance appraisal phrases … If you need more assistant for how to conduct a performance appraisal, please leave your comment at the end of file.
The document provides guidance on writing effective performance appraisals, including discussing the purpose of performance appraisals, preparation tips, different appraisal methods like ranking, rating scales, checklists, and examples of feedback phrases. It also lists additional resources on performance appraisal forms, templates, and techniques to help managers structure appraisals that motivate employees and assess performance over the review period.
Developing Job Breakdown Sheets according TWI methodologyMichele Lauriero
Simple but effective presentation, prepared for a small company's key production persons (foremen and team leaders) to prepare the project of writing the full set of job breakdown sheets as first step of implementation of the TWI (Training Within Industry) methodology.
Job simplification - Techniques for designing jobs - Manu Melwin Joymanumelwin
Job simplification is a technique for designing jobs where tasks are broken down into their smallest units and those units are assigned as whole jobs to workers. It involves dividing jobs into smaller components and assigning them to workers. Fast food restaurants often use this approach as employees can easily learn simplified tasks. However, it can result in workers experiencing boredom and lack of motivation.
Bus 423 Enthusiastic Study / snaptutorial.comGeorgeDixon75
Mark Jones, a Production Manager, has been transferred from the manufacturing plant in his hometown of Chicago to his company's overseas manufacturing plant in Osaka, Japan.
1. The document discusses various strategies for improving employee and organizational performance, including identifying performance gaps, planning interventions, implementing changes, and evaluating results.
2. It emphasizes that improving employee productivity requires addressing workplace environment, conditions, and culture through widespread changes implemented by employers.
3. Maintaining high employee performance also demands ongoing commitment to improvement from both individuals and businesses.
The document describes a flexi-time work schedule that allows employees flexibility in their starting and ending times each day while still requiring them to work 8 hours. Under this schedule, employees can choose their own start times between 7am-9am and end times between 4pm-7pm, with core hours from 9am-11:30am and 1pm-4pm that must be worked. Flexi-time is said to improve productivity, morale, and reduce absenteeism by allowing employees to balance work and personal commitments better. Potential downsides include increased utility costs and difficulties coordinating with suppliers and customers.
This document provides guidance on performance management and reviews. It discusses setting goals and providing feedback, including:
- Establishing clear goals that support organizational success and are measurable
- Providing immediate, specific, and sincere praise and feedback on progress
- Correcting poor performance immediately by focusing on behavior and encouraging improvement
It also outlines best practices for conducting performance reviews, such as preparing in advance, discussing strengths and areas for growth, setting new objectives, and following up after to ensure progress is being made. The overall message is that effective performance management is key to leadership success.
Flexible working allows employees to determine how, when, and where they work. There are three main flexible working arrangements: full-time, part-time, and career flexibility. Full-time options include flexible hours, teleworking, time banks, and compressed work weeks. Part-time options include reduced hours and job sharing. Career flexibility allows changes in career or breaks without penalties. Flexible working has pros for both employees and employers like improved work-life balance, reduced costs, and increased productivity and morale. However, flexible working also has cons such as increased utility costs, difficulties tracking time, and potential communication issues.
Training Within Industry (TWI) 101 - Dozuki Workshop SeriesDozuki Software
Watch the full presentation: http://www.dozuki.com/resources/register-for-training-within-industry-101
Looking for a standard framework to scale and train your teams? Curious about how LEGO applies TWI to its global workforce? Want to know what manufacturing and healthcare industries have in common? Our conversation with Patrick Graupp of the TWI Institute covered it all.
Highlights include an example of how to create a job breakdown and how proper job training helps reduce operating costs across industries.
This presentation includes:
- How to break a job down for instruction
- How TWI helps train remote employees
- What is a 'key point'
- How to set up an organizational training structure
- How to continue to improve instructions with employee feedback
- ... and more
This document provides guidance on how to effectively complete an in-tray or e-tray exercise. It recommends prioritizing tasks based on importance and urgency, delegating less important tasks to others, and monitoring delegated tasks. It also suggests reading all documents before prioritizing to understand interrelationships, and provides sample exercises and questions to practice these skills. The goal is to demonstrate efficient time management and decision-making under pressure.
This document summarizes an employee's annual performance review. It includes sections to rate the employee's performance in various areas like quality of work, communication skills, and safety practices. The supervisor provides an overall performance rating and identifies areas for improvement. The employee and multiple levels of management then sign off on the review.
This document outlines a flexi-time work system and its advantages and disadvantages. Under flexi-time, employees work a set number of hours per week but can vary their start and end times within limits. They must be present during core hours but have flexibility otherwise. Advantages include improved productivity, morale and work-life balance. Disadvantages are increased utility costs, challenges with time-tracking and supervision, and potential communication issues.
This document discusses various types of working practices:
- Full time work means working a set number of hours per week, usually 9-5 Monday to Friday. It provides stability but lacks flexibility.
- Part time work means a reduced number of hours, either per day or per week. It provides flexibility but may be costly for employers.
- Flexi time allows employees to choose their own start and end times as long as they work the required weekly hours and are present during core hours. This benefits both employees and employers.
- Job share splits one full time role between two part time employees who share responsibilities and resources. This retains valued employees and increases available skills.
- Homeworking allows employees
This document provides information about assignments for the ISCOM 305 class, including:
- Assignments cover topics like the importance of operations management, new hire training programs, forecasting, quality tools, supply chain management, and lean production.
- Assignments involve writing papers, creating presentations, developing training modules, and applying course concepts to case studies for companies like Apple, Legoland, and Toyota.
- Students must address topics like new product development, process improvement, inventory management, and aggregate planning for hypothetical products and companies. Academic references and APA formatting are required.
- Additional resources are provided on the instructor's website for more information on class assignments.
This training presentation from Drexel University's Human Resources department covers performance appraisals. It discusses the importance of performance appraisals for the organization, supervisors, and employees. It reviews how to complete appraisal forms, set goals, provide feedback and coaching, and handle employee reactions. The agenda includes an overview of management's role in the process, a review of the performance appraisal form, and answers to frequently asked questions.
In this file, you can ref useful information about how to conduct a performance appraisal such as how to conduct a performance appraisal methods, how to conduct a performance appraisal tips, how to conduct a performance appraisal forms, how to conduct a performance appraisal phrases … If you need more assistant for how to conduct a performance appraisal, please leave your comment at the end of file.
The document provides guidance on writing effective performance appraisals, including discussing the purpose of performance appraisals, preparation tips, different appraisal methods like ranking, rating scales, checklists, and examples of feedback phrases. It also lists additional resources on performance appraisal forms, templates, and techniques to help managers structure appraisals that motivate employees and assess performance over the review period.
In this file, you can ref useful information about process of performance appraisal such as process of performance appraisal methods, process of performance appraisal tips, process of performance appraisal forms, process of performance appraisal phrases … If you need more assistant for process of performance appraisal, please leave your comment at the end of file.
This document discusses appraisal interviews and their purpose and process. It begins by defining an appraisal interview as a formal discussion between an employee and manager to discuss productivity, work habits, evaluations, training needs, and potential promotions, demotions or terminations. It notes that appraisal interviews are structured, one-on-one meetings that occur at least annually and require preparation from both parties. The document then covers how appraisal interviews benefit both managers and employees by facilitating goal-setting, feedback, development planning, and motivation. It also outlines guidelines for conducting the interview itself and concludes by noting the importance of handling the process carefully given its impact on employee retention and career progression.
In this file, you can ref useful information about performance appraisal articles such as performance appraisal articles methods, performance appraisal articles tips, performance appraisal articles forms, performance appraisal articles phrases … If you need more assistant for performance appraisal articles, please leave your comment at the end of file.
Perfect phrases for setting performance goalsjacobbell636
In this file, you can ref free useful materials about perfect phrases for setting performance goals and other materials for employee performance review.
Performance management is a continuous process of planning, monitoring, and reviewing employee work objectives and goals to promote effectiveness. It involves setting objectives, assessing progress through regular feedback, and reviewing performance. The performance management cycle includes three phases - plan, monitor, and review. In the plan phase, managers and employees collaborate to set objectives, training goals, and a work plan. In the monitor phase, managers coach employees and provide ongoing feedback as progress is assessed. In the review phase, performance is formally assessed through self-assessments, manager reviews, and discussion of accomplishments and areas for improvement. It is important for objectives to be specific, measurable, attainable, realistic, and time-bound to effectively guide performance.
In this file, you can ref useful information about performance appraisal discussion such as performance appraisal discussion methods, performance appraisal discussion tips, performance appraisal discussion forms, performance appraisal discussion phrases … If you need more assistant for performance appraisal discussion, please leave your comment at the end of file.
The document provides information about conducting effective performance appraisals. It discusses the objectives of performance appraisals, what should be appraised, and barriers to effective appraisals such as biases. It also outlines the key components of an appraisal, including planning, conducting the discussion, and follow up. Managers are advised to focus discussions on future improvements rather than past performance and document agreed upon goals.
The document provides wisdom and advice for managers from experienced managers. It outlines several pieces of advice, including: don't be afraid to say "I don't know"; never gossip; no task is beneath you as a manager; share credit whenever possible; ask for help if you need it; keep your financial compensation private; don't let dislike for someone show if they outrank you; let grievances go and don't hold grudges; and don't gloat when you're proven right. It also recommends asking questions of employees to understand issues and get feedback to improve business operations.
This document contains the resume of Hossam Hussein, who has over 19 years of experience in senior administrative, operational, and public relations roles, especially related to handling matters with the government in the UAE. He currently works as a partner and consultant for a business consultancy company in Dubai, where he helps increase sales and profits for clients. Previously he has held roles like area manager, HR manager, and general manager for various companies where he oversaw tasks like operations, legal projects, recruitment, and budget management.
issued by Ijser for our book adopting anger management on January editions
we have many books on pipeline on ( business ,management ,self help, self growth ,meditation we looking for publisher to assist us on kindle platform
The document is a certificate of acceptance from the International Journal of Scientific & Engineering Research (IJSER) for a research paper titled "Anger Management Guid" submitted by Hossam Hussein on February 7, 2017. The certificate confirms that the journal's review board has accepted the submitted paper for publication.
This certificate certifies that Hossam Eldin Hussein has completed the required studies and qualifications to be registered as a Certified NLP Practitioner by the American Union of NLP. The certificate is signed by the President, Dr. Steve G. Jones, and bears the registration number 5336 and date of February 2nd, 2017 to verify Hossam Eldin Hussein's certification.
This certificate certifies that Hossam Eldin Hussein has completed the required studies and possesses the qualifications to be a Certified Law of Attraction Basic Practitioner according to the Global Sciences Foundation. The certificate is signed by Dr. Steve G. Jones and Dr. Joe Vitale as presidents of the foundation and bears the signature of the administration and a certificate number.
This document provides an overview of recession-proof careers and tips for navigating a recession. Some key recession-proof careers mentioned include those in healthcare, education, energy, environmental sustainability, international business, law enforcement, IT, and technical trades like electricians and auto mechanics. The document advises networking, developing secondary income streams, updating skills, and focusing on in-demand jobs to weather an economic downturn. Maintaining a positive attitude and willingness to take available work is also recommended for finding stable employment during a recession.
This document provides 101 ways to use the Law of Attraction. It begins with an introduction explaining that the Law of Attraction can be used to attract happiness, wealth, love, true friends, following your passion, and giving to others. The remainder of the document provides specific techniques and affirmations for each of the 101 ways, organized by topic. Some of the topics covered include fixing flaws, improving health, building relationships, overcoming challenges, and gaining self-improvement. For each topic, it provides detailed instructions on visualization techniques and positive affirmations to utilize the Law of Attraction in that area of life.
4 leadership messages your talent needs to hear forbesConfidential
This document summarizes an article about leadership messages that companies should convey to their employees. It discusses four key messages that companies should send to employees about valuing their contributions and leadership abilities. The messages are that employees should focus on their biggest workplace challenges and leadership skills; companies need employees to be effective; employees are seen and heard; and employees can contribute to something bigger through leadership. The document also provides background on the authors and their organization.
Many people find job interviews to be a stressful experience. There are some common mistakes to avoid, such as not preparing adequately, failing to listen carefully to questions, and not providing detailed answers. Specifically, candidates should practice interview questions beforehand, pay attention to the questions being asked rather than anticipating the next one, and talk through their problem solving process when answering technical questions. Maintaining enthusiasm, such as making eye contact and showing passion for the role, is also important to make a strong impression.
This document outlines some common mistakes made during job interviews, including failure to research the company, lack of clarity on the specific job being interviewed for, poor self-marketing, not asking meaningful questions, and under-dressing for the interview. Specifically, it recommends thoroughly researching the company ahead of time, understanding the job description to highlight relevant experience, defining strengths and accomplishments as they relate to the position, preparing thoughtful questions in advance, and dressing professionally.
Self-management techniques can help autistic children gain self-control over inappropriate behaviors by giving them power over themselves. The key is to implement a program where the child monitors and evaluates their own behavior, beginning with short periods and achievable goals. Goals and monitoring should increase over time. An important part is a rewards system where the child chooses and earns rewards for meeting goals to reinforce good behavior and help them feel in control. These programs take time but can help autistic children learn to carry better behaviors even outside of the program.
This resume is for a senior manager with extensive experience in site development and securing regulatory approvals for land use. They have a background in facility design, construction, scheduling, and budgeting. As a senior manager they managed due diligence and approvals for sites in the Eastern US and interfaced with local organizations. They also have experience as a senior project manager handling design and construction coordination for retail facilities and implementing remodel programs.
This document provides advice from experienced managers on how to improve managerial skills. It lists several pieces of wisdom that managers would likely share if asked, including: don't be afraid to admit you don't know the answer; never gossip; no task is beneath you as a manager; share credit whenever possible; ask for help if you're in over your head; keep your financial compensation private; don't let it show when you don't like someone; let grievances go and don't hold grudges; and don't gloat when you're proven right. It also recommends asking front-line employees questions to better understand issues and get feedback on how to improve the business.
Craigslist is an extensive online resource for job seekers that offers several advantages. It allows users to search for jobs narrowly or broadly across a wide variety of options. Users can search within a specific location or state. Craigslist also offers a secure search environment and flexibility in employment types, including telecommuting and contract work. Employers of all sizes utilize Craigslist to reach a large pool of potential candidates.
Acquire power through self developmentConfidential
This document discusses how to achieve happiness and escape suffering through self-development and spiritual illumination. It argues that suffering is unnatural and only occurs due to our ignorance. Perfect wisdom can be attained through comprehending life's purpose and our relationships, ending all suffering. We suffer because we lack spiritual guidance in our evolution. Education should focus on developing the soul from within to bring out our unlimited power and wisdom, rather than just accumulating facts. With spiritual illumination as our light, we can evolve quickly and comfortably by avoiding obstacles. Death only brings misery due to separation from loved ones and our lack of understanding. Enemies and suffering only exist because of our limited thinking; spiritual awakening will eliminate them. Poverty and disease only trouble
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document provides guidance on starting a local produce business. It recommends first researching whether the local community can support such a business by assessing existing farmer's markets and roadside stands. A business plan should then be created covering what will be grown and how it will be sold and marketed. Necessary equipment for selling includes tents, tables, signage and packaging. The business will also need to address legal matters like taxes, insurance, and customer service policies. With proper planning, a local produce business can be a successful way for gardeners to share their crops with the community.
How to start a green housecleaning businessConfidential
The document discusses how to start a green housecleaning business. It notes that the demand for housecleaning and green cleaning services is growing. It recommends finding an area with demand for green cleaning, partnering with other businesses that serve similar customers, registering the business and obtaining proper insurance. The document also provides tips on ensuring the business and products are truly green, marketing through local flyers, papers and online mom groups, and creating a user-friendly website.
3. Employee Performance Review Package
About this Performance Review Package
Welcome and thank you for downloading the
Employee Performance Review Package. This
package will help you approach performance
management more successfully by providing the
forms necessary to evaluate, record and
communicate employee performance. Applying
these tools and techniques will help ensure a
smooth, successful performance review process.
Please note, while these forms are a valuable tool for managing the employee
performance review process, communication is the key to maximizing value for both
the employee and the employer. These forms should act as a platform for initializing
and maintaining a continuous, high level of communication throughout the year.
This guide does not provide you with legal advice, nor does it claim to ensure your
business complies with all relevant State/Federal legislation. If you would like
more information on implementing an enterprise performance management
system, check out my Lifecycle Performance Management Kit.
The Lifecycle Performance Management Kit includes the Lifecycle Performance
Framework and Roadmap, the 300 page step by step implementation guide, 37
performance management templates and plans, the 120 Day Performance Plan in
Microsoft Project, 600 performance metrics and KPIs, 30 illustrated step by step
performance management processes, and the Business Intelligence tools guide; all
of which complement the high level processes outlined in this eBook, click here
For a limited time only, when you get the performance management kit, you will
also receive my comprehensive and very informative Organizational Performance
and Best Practices Analysis (a $499 value). It utilizes a performance index scoring
system, feasibility analysis, impact analysis and cost savings opportunities and
provides a custom, step-by-step roadmap for your organization to implement
immediate performance improvements. It is a must have for organizations that
are serious about understanding what makes them tick.
1
4. Employee Performance Review Package
Distribution Copyrights
This eBook has been provided to you free of charge, on the condition that it’s not
copied, modified, published, sold, re-branded, hired out or otherwise distributed
for commercial purposes. Please feel free to distribute the URL to anybody
who may be interested in downloading their own copy.
5. Employee Performance Review Package
Table of Contents
About this Package........................................................................................................................................ 1
Table of Contents .......................................................................................................................................... 3
Performance Review Form 1......................................................................................................................... 6
Performance Review Form 2......................................................................................................................... 8
Performance Review Form 3....................................................................................................................... 10
Performance Review Form 4....................................................................................................................... 12
Performance Review Form 5....................................................................................................................... 14
Performance Review Form 6....................................................................................................................... 19
Performance Review Form 7....................................................................................................................... 24
Performance Review Form 8....................................................................................................................... 37
Performance Review Form 9....................................................................................................................... 43
Probation Performance Review Form 1...................................................................................................... 46
Probation Performance Review Form 2...................................................................................................... 48
Employee Self Evaluation Form 1 .............................................................................................................. 52
Employee Self Evaluation Form 2 ..............................................................................................................53
Performance Issues: Record of Conversation ...........................................................................................55
Performance Issues: Written Warning to Employee ............................................................................... ..56
6. Employee Performance Review Package
The Pre-appraisal Checklist and Preparing for the Appraisal
1. Set a calendar date and time in advance that is mutually convenient for both you and the employee, and that
will allow enough time for each of you to do preparation. A conference room is a good choice for privacy and
no interruptions. Schedule enough time for discussion [1 to 1-1/2 hours].
2. Gather:
the job description and performance standards
goals set from the last appraisal
work rules and procedures
your documentation notes
any feedback or letters from customers/co-workers
current disciplinary memos
the previous performance appraisal
3. If you have asked the employee to do a self-appraisal, be sure to obtain that early enough so you have a
chance to review it as part of your preparation. Note: then be sure to provide the employee a draft of your
appraisal, so the employee may review it ahead of time, as well.
4. Before filling out the appraisal form, take a moment to:
list the main areas of responsibility
what the employee has done well
what the employee needs to improve in
what you can do to help the employee do a better job
5. Remember to avoid:
Halo Effect - tendency to overrate a favored employee, or an employee who had a prior good
rating
Horns Effect - tendency to rate an employee lower than circumstances warrant
Recency Error- letting outstanding work [or unsatisfactory work] immediately prior to the
evaluation offset an entire year of performance
Cookie Cutter Effect - not focusing on individual specific performance and rating all your
employees, or groups of employees the same
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7. Employee Performance Review Package
Handling Employee Behaviors
If the employee becomes defensive or makes excuses:
o Listen to what the employee has to say and paraphrase back. Remain neutral. Maintain
eye-contact.
o Don't solve the problem.
o Ask for specifics with open-ended questions.
o Try to determine the cause:
"Tell me more." "How did you reach that conclusion?"
Ask how the employee will resolve the problem.
If the employee becomes angry:
o Stay calm and centered. Maintain eye-contact.
o Listen to what the employee has to say and paraphrase back.
o Let the employee "run down" for as long as s/he needs until the employee can listen to you.
o Avoid arguments.
o Bring discussion and focus back to performance and standards.
o Say the employee's name, and ask open-ended questions.
If the employee is unresponsive or withdraws:
o Be patient and friendly.
o Show concern.
o Stay silent, and wait for the employee to say something.
o Ask open-ended questions.
o Note that the employee is unresponsive.
o Encourage the employee that you want to hear his or her input, and this input is important to you.
Closing and Follow-up
1. After the appraisal discussion, complete the written appraisal.
2. Both the supervisor and the employee should sign the appraisal. Signing the appraisal does not mean the
employee agrees with the appraisal; it means that the appraisal has been shared with the employee. The
employee can provide a written response, which is optional.
3. Provide the employee with a copy, and the original should go in the employee's personnel file.
4. You and the employee should exchange ongoing feedback about performance goals and standards
throughout the year.
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8. Employee Performance Review Package
Performance Review Form 1
COMPANY NAME
Employee Performance Review
EMPLOYEE INFORMATION
Name
Employee ID
Job Title Date
Department Manager
Review Period to
RATINGS
1= 2= 3= 4= 5=
Poor Fair Satisfactory Good Excellent
Job Knowledge □ □ □ □ □
Comments
Work Quality □ □ □ □ □
Comments
Attendance/Punctuality □ □ □ □ □
Comments
Initiative □ □ □ □ □
Comments
Communication/Listening Skills □ □ □ □ □
Comments
Dependability □ □ □ □ □
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9. Employee Performance Review Package
Comments
Overall Rating (average the rating numbers above)
EVALUATION
ADDITIONAL COMMENTS
GOALS
(as agreed upon by
employee and manager)
VERIFICATION OF REVIEW
By signing this form, you confirm that you have discussed this review in detail with your
supervisor. Signing this form does not necessarily indicate that you agree with this evaluation.
Employee Signature Date
Date
Manager Signature
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10. Employee Performance Review Package
Performance Review Form 2
Employee Date Hired
Job title Salary Date of Review
Evaluation of Performance S/W* Comments
Team Player
Meets Deadlines
Organizational Skills
Communication Skills
Leadership Ability
Interaction with Co-Workers
Attendance
Quality of Work
*S = Strength; W=Weakness
Employer’s Comments
Goals
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12. Employee Performance Review Package
Performance Review Form 3
Employee:
Date of Performance Review:
Review Period:
Person Conducting Performance Review:
Ranking
1=Unsatisfactory, 2=Marginal, 3=Meets Requirements, 4=Exceeds Requirements, 5=Exceptional
General Skills Assessment Comment Ranking
Proactively seeks solutions______________________________________________ │_______
Has appropriate knowledge of job_________________________________________ │_______
Works well with co-workers______________________________________________ │_______
Clearly articulates ideas and information____________________________________ │_______
Communicates and participates in meetings_________________________________ │_______
Effectively communicates in writing________________________________________ │_______
Work is consistent and thorough__________________________________________ │_______
Meets assigned deadlines_______________________________________________ │_______
Overall quality of work__________________________________________________ │_______
Time management ability________________________________________________ │_______
Adaptability and flexibility________________________________________________ │_______
Assigned Goals & Milestones Ranking
Goal #1: (List assigned goal and outcome) │
Goal #2: (List assigned goal and outcome) │
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13. Employee Performance Review Package
Assigned Goals & Milestones Ranking
Goal #3: (List assigned goal and outcome) │
Goal #4: (List assigned goal and outcome) │
Future Goals & Milestones:
Goal #1: (Explain specific and measurable goals and target completion date)
Goal #2: (Explain specific and measurable goals and target completion date)
Goal #3: (Explain specific and measurable goals and target completion date)
Goal #4: (Explain specific and measurable goals and target completion date)
Additional Comments:
By signing your performance review you are acknowledging receipt of the document and
attendance at the review. You not stating that you agree with the content.
Employee
Signature:_____________________________________________________________
Manager
Signature:______________________________________________________________
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14. Employee Performance Review Package
Performance Review Form 4
(Attach additional sheets, if necessary)
Name:___________________________________________________________
Department:____________________________________________________
Manager’s Name:_____________________________________________
Review Period: ___________to____________
Primary Job Responsibilities:
Changes to primary responsibilities during review period:
Major Goals/Activities (Three to six typical):
1.
2.
3.
4.
5.
6.
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15. Employee Performance Review Package
Other contributions or accomplishments:
Other important performance factors (teamwork, flexibility, customer service, etc.):
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16. Employee Performance Review Package
Performance Review Form 5
Name: Supervisor: Next Appraisal Date:
Employee ID:
Job:
Review Date:
Job Type:
Overall Rating:
Appraisal Period: From ___________ to ____________
Type of review:
Probationary (at the end of the probationary period)
Interim (as check point during the year, or before the end of probation)
Annual (at the end of the performance year)
Rating Key:
Needs Significant Improvement
Needs Improvement
Effective
Highly Effective
Excels
Section I: Organization Core Values
Work Quality
Rating Score – Explanation for score.
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17. Employee Performance Review Package
Customer Service
Rating Score – Explanation for score.
Continuous Improvement
Rating Score – Explanation for score.
Care & Respect
Rating Score – Explanation for score.
Section II: Organization Objectives
Increase Sales %
Rating Score – Explanation for score.
Increase Gross Margin %
Rating Score – Explanation for score.
Decrease Customer Complaints %
Rating Score – Explanation for score.
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18. Employee Performance Review Package
Decrease Quality Issues %
Rating Score – Explanation for score.
Section III: Job Objectives
Meeting or exceeding revenue goals
Rating Score – Explanation for score.
Meeting or exceeding gross profit goals
Rating Score – Explanation for score.
Meeting or exceeding performance improvement goals
Rating Score – Explanation for score.
Section IV: Career Job Satisfaction (Completed by employee)
How satisfied are you in your job?
What could be done to make it better?
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19. Employee Performance Review Package
Section V: Core Competencies
Challenge the Status Quo
Rating Score – Explanation for score.
Assessment of Market/Opportunities
Rating Score – Explanation for score.
Risk-Taking
Rating Score – Explanation for score.
Customer/Market-Oriented
Rating Score – Explanation for score.
Attention to Service
Rating Score – Explanation for score.
Opportunity Creation
Rating Score – Explanation for score.
Drive for Results
Rating Score – Explanation for score.
Success Oriented
Rating Score – Explanation for score.
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20. Employee Performance Review Package
Section VI: Development Objectives
Job-Oriented Development Objectives
List.
Personal Development Objectives
List
Other Development Objectives
List
Section VII: Summary Comments
Reviewer's Summary Comments:
Employee's Summary Comments:
Date: _____________
Appraiser Signature: __________________________
Incumbent Signature: ______________________________
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21. Employee Performance Review Package
Performance Review Form 6
Name: Supervisor:
Employee ID:
Job:
Review Date:
Job Type:
Appraisal Period: From ___________ to ____________
Type of review:
Probationary (at the end of the probationary period)
Interim (as check point during the year, or before the end of probation)
Annual (at the end of the performance year)
Use the following ratings to evaluate performance in each area:
Well Above: Performance is repeatedly above expectations.
Above: Performance is sometimes above expectations.
Meets: Performance meets expectations.
Below: Performance is sometimes below expectations.
Well Below: Performance is repeatedly below expectation.
The following performance competencies reflect our core values. Each employee is
accountable for performance in these areas.
Quality Service:
Listens carefully and responds to customer requests and problems delivers friendly, courteous
service to internal and external customers demonstrates a commitment to increasing customer
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22. Employee Performance Review Package
satisfaction looks for and makes continuous improvements performs with accuracy,
thoroughness and effectiveness
Describe the employee’s performance in this area, using specific examples:
Check one rating for Quality Service:
Well Below
Below
Meets
Above
Well Above
If you rated the employee’s performance “Below” or “Well Below,” how will you and the
employee work to improve this?
Respect and Community:
Establishes and maintains respectful and cooperative working relationships demonstrates
respect for individuals in all forms of communication supports unit and corporate goals and
priorities, demonstrates respect for a positive, diverse work environment and community,
handles interpersonal conflicts constructively
Describe the employee’s performance in this area, using specific examples:
Check one rating for Respect and Community:
Well Below
Below
Meets
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23. Employee Performance Review Package
Above
Well Above
If you rated the employee’s performance “Below” or “Well Below,” how will you and the
employee work to improve this?
Learning and Development:
Constructively uses feedback from multiple sources, seeks new challenges and increased
responsibility, demonstrates willingness to try new approaches, seeks and participates in
learning and development activities
Describe the employee’s performance in this area, using specific examples:
Check one rating for Learning & Development:
Well Below
Below
Meets
Above
Well Above
If you rated the employee’s performance “Below” or “Well Below,” how will you and the
employee work to improve this?
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24. Employee Performance Review Package
Section 3: Review Goals (Optional)
If appropriate, attach a copy of the employee’s performance goals for this year. Review and
make comments below.
Section 4: Summarize Performance and Make Additional Comments
Check one rating for overall performance:
Well Below
Below
Meets
Above
Well Above
Supervisor’s summative or additional comments (add sheets if needed):
Employee’s comments (add sheets if needed):
Section 5: Complete the Employee Professional Development Plan
Write down 1-4 professional development goals and specific action steps to achieve the goals.
1.
2.
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25. Employee Performance Review Package
3.
4.
Section 6: Signatures and Processing
Sign below and:
1. Give a copy to the employee
2. Place the original in the employee’s personnel file
Employee check here: My supervisor and I have reviewed this document together.
(Signing the form indicates only that the form has been reviewed with you and that you have
received a copy. It does not imply agreement.)
Employee’s Signature ________________________________________ Date_____________
Supervisor’s Signature _______________________________________ Date_____________
This document was reviewed by _______________________________ Date_______________
Retention of Performance Review Form:
Do not return a copy of this form to the Office of Human Resources
You are required to retain a copy in the employee’s personnel file within your unit.
Performance review forms must be retained for each employee for six years after
separation.
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26. Employee Performance Review Package
Performance Review Form 7
Org/Division/Dept: Location:
Name: Position:
Period Covered: Time in Present Position:
Appraisal time & date: Appraiser:
Part A:
Appraisee to complete before the interview and return to the appraiser by (date):
A1 State your understanding of your main duties and responsibilities.
A2 Discussion points:
1. Has the past year been good/satisfactory/bad for you? Why?
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27. Employee Performance Review Package
2. What do you consider to be your most important achievements of the past year?
3. What do you like and dislike about working for this organization?
4. What elements of your job do you find the most difficult?
5. What elements of your job interest you the most, and least?
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28. Employee Performance Review Package
6. What do you consider to be your most important tasks in the next year?
7. What action could be taken to improve your performance in your current position by you, and
your boss?
8. What kind of work or job would you like to be doing in one/two/five years time?
9. What sort of training/experience would benefit you in the next year?
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29. Employee Performance Review Package
A3 List the objectives you set out to achieve in the past 12 months (or the period covered by
this appraisal) with the measure or standards agreed – against each comment on achievement
or otherwise, with reasons where appropriate.
Score the performance against each objective (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 =
excellent):
Objective Measure/standard Score Comment
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30. Employee Performance Review Package
A4 Score your own capability or knowledge in the following areas in terms of your current role
requirements (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). If appropriate bring
evidence with you to the appraisal to support your assessment. The second section can be
used if working towards new role requirements.
Others (for current or new role):
1. Judgement
2. Product/technical knowledge
3. Time management
4. Planning, budgeting and forecasting
5. Reporting and administration
6. Communication skills
7. Delegation skills
8. IT/equipment/machinery skills
9. Meeting deadlines/commitments
10. Creativity
11. Problem-solving and decision-making
12. Team-working and developing others
13. Energy, determination and work-rate
14. Steadiness under pressure
15. Leadership and integrity
16. Adaptability, flexibility, and mobility
17. Personal appearance and image
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31. Employee Performance Review Package
A5 In light of your current capabilities, your performance against past objectives, and your future
personal growth and/or job aspirations, what activities and tasks would you like to focus on
during the next year?
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32. Employee Performance Review Package
Part B - To be completed during the appraisal by the appraiser – where appropriate and safe to
do so, certain items can be completed by the appraiser before the appraisal, and then
discussed and validated or amended in discussion with the appraisee during the appraisal.
B1 Describe the purpose of the appraisee’s job. Discuss and compare with self-appraisal
entry in A1. Clarify job purpose and priorities where necessary.
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33. Employee Performance Review Package
B2 Review the completed discussion points in A2, and note the points of any action.
B3 List the objectives that the appraisee set out to achieve in the past 12 months (or the period
covered by this appraisal – typically these objectives will have been carried forward from the
previous appraisal record) with the measures or standards agree – against each comment on
achievement or otherwise, with reasons where appropriate. Score the performance against
each objective (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). Compare with the
self-appraisal in A3. Discuss and note points of significance, particularly training and
development needs and wishes, which should be noted in B6.
Objective Measure/standard Self-score/ appraiser score Comment
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34. Employee Performance Review Package
B4 Score the appraisee’s capability or knowledge in the following areas in terms of their current
(and if applicable, next) role requirements (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 =
excellent). If appropriate provide evidence to support your assessment. The second section
can be used for other criteria or if the appraisee is working towards new role requirements.
Compare scores with the self-appraisal in B4. Discuss and note agreed points
training/development needs and wishes (to B6).
Others (for current or new role):
1. Judgment
2. Product/technical knowledge
3. Time management
4. Planning, budgeting and
forecasting
5. Reporting and administration
6. Communication skills
7. Delegation skills
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35. Employee Performance Review Package
8. IT/equipment/machinery skills
9. Meeting deadlines/commitments
10. Creativity
11. Problem-solving and decision-
making
12. Team-working and developing
others
13. Energy, determination and work-
rate
14. Steadiness under pressure
15. Leadership and integrity
16. Adaptability, flexibility, and mobility
17. Personal appearance and image
B5 Discuss and agree the appraisee’s career direction options and wishes, and readiness for
promotion, and compare with and discuss the self-appraisal entry in A5. (Some people do
not wish for promotion, but everyone is capable of, and generally benefits from, personal
development – development and growth should be available to all, not just people seeking
promotion). Note the agreed development aim(s):
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36. Employee Performance Review Package
B6 Discuss and agree the skills, capabilities and experience required for competence in current
role, and if appropriate, for readiness to progress to the next role or roles. Refer to actions
arising from B3 and the skill-set in B4, in order to accurately identify all development
areas, whether for competence at current level or readiness to progress to next job
level/type.) Note the agreed development areas:
B7 Discuss and agree the specific objectives that will enable the appraisee to reach
competence and to meet required performance in current job, if appropriate taking account
of the coming year’s plans, budgets targets etc., and that will enable the appraisee to move
towards, or achieve readiness for, the next job level/type, or if no particular next role is
identified or sought, to achieve the desired personal growth or experience. These
objectives must adhere to the SMARTER rules – specific, measurable, agreed, realistic, time-
bound, enjoyable, recorded.
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37. Employee Performance Review Package
B8 Discuss and agree (as far as is possible, given budgetary, availability and authorization
considerations) the training and development support to be given to help the appraisee meet the
agreed objectives above.
Appraisers should note that personal development and support must be offered to all employees, not just
those seeking promotion. Also, training isn’t restricted to sending someone on an external course – it
includes internal courses, coaching, mentoring (mentoring someone else as well as being mentored) ,
filling in for another role (e.g. deputizing for someone while they are away on holiday), shadowing,
distance-learning, reading books, watching videos, attending meetings and workshops, workbooks,
manuals and guides, researching, giving presentations; anything relevant and helpful that will help the
person develop towards the standard and agreed task. Avoid committing to training expenditure before
suitable approval, permission or availability has been confirmed – if necessary discuss likely training
requirements with the relevant authority before the appraisal.
B9 - Any other issues (to be covered separately outside of this appraisal):
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38. Employee Performance Review Package
Signed and dated by appraisee: and by appraiser:
Grade/recommendation/summary as applicable:
Distribution of copies/confidentiality/accessibility details:
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39. Employee Performance Review Package
Performance Review Form 8
Small and Medium Sized Voluntary Sector Agency
(Adapted from the University of Vermont’s Employee Appraisal Form)
Employee’s Name:
Job Title:
Department:
How Long Employee Has Been In This
Position:
Review Period: from (date) to (date)
Mission of the Agency
EXAMPLE: Our agency is committed to providing fair and equitable service to the homeless in
our city. We provide food, shelter and support to those persons in need without judgment. Our
agency is committed to identifying social, economic, psychological, emotional and spiritual
support to the men, women and their children who are temporarily homeless in our city.
Employee Mission Statement
EXAMPLE: Our agency is committed to providing fair and transparent processes around
employee recruitment, training and promotion. Our agency is committed to regular performance
reviews for all levels of employees in our organization.
Each employee is entitled to a thoughtful and careful review. Performance review success
depends on both the supervisor's willingness to complete a constructive and objective
assessment, and on the employee's willingness to respond to constructive suggestions for
improvement and to work with the supervisor to identify and overcome performance barriers.
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40. Employee Performance Review Package
PART I – GOALS
Goals Specific to Employee during the Assessment Period
Goal #1: Indicate goal here
a. Extent of accomplishments and achievements:
b. Areas for growth and/or improvement:
Goal #2:
a. Extent of accomplishments and achievements:
b. Areas for growth and/or improvement:
Goal #3:
a. Extent of accomplishments and achievements:
b. Areas for growth and/or improvement:
Future Goals for the Individual
Goal #1: Indicate goal here
a. Objective of the goal:
b. Resources and support required (i.e., course work, other training, equipment, supervisor
access or funding)
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41. Employee Performance Review Package
Goal #2:
a. Objective of the goal:
b. Resources and support required (i.e., course work, other training, equipment, supervisor
access or funding)
Goal #3:
a. Objective of the goal:
b. Resources and support required (i.e., course work, other training, equipment, supervisor
access or funding)
Part II – PERFORMANCE CATEGORIES
1. WORK QUALITY
Standard: Provides accurate, thorough, professional work regularly.
Insert comments here
2. JOB KNOWLEDGE
Standard: Well-informed and educated in performing to the level expected for the job.
3. NEW KNOWLEDGE
Standard: Seeks new knowledge, applies it to the job and shares it with others.
4. ORGANISATION & PLANNING
Standard: Organizes, plans, and forecasts work skillfully to meet job needs.
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42. Employee Performance Review Package
5. ANALYSIS & JUDGEMENT
Standard: Analyses problems skillfully; uses logic and good judgment to reach solutions.
6. DEPENDABILITY & CONSISTENCY
Standard: Personally responsible, steadfast and can be called upon for difficult and pressured
challenges.
7. COMMUNICATION
Standard: Communicates knowledge clearly, accurately and thoroughly.
8. LISTENING SKILLS
Standard: Listens attentively and responds thoughtfully to needs, goals and aspirations.
9. INTERPERSONAL SKILLS
Standard: Works well with others; gets things done with people, and keeps information lines
open at all levels.
10. INITIATIVE
Standard: Helps to determine the needs of the work place; helps all to meet the goals.
11. TEAMWORK
Standard: Co-ordinates own work with others, seeks opinions, values working relationships.
12. RESOURCE USE
Standard: Effectively uses human resources and funds available to accomplish the job.
13. SERVICE-CENTRED WORK
Standard: Regularly seeks to provide quality service to achieve customer satisfaction.
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43. Employee Performance Review Package
14. MULTICULTURALISM & DIVERSITY SUPPORT
Standard: Demonstrates a responsible commitment to multiculturalism and diversity.
15. ATTENDANCE & PUNCTUALITY
Standard: Regularly present and punctual.
16. SAFETY & HEALTH OBSERVANCE
Standard: Regularly attentive to safety and health regulations.
Part III – OVERALL COMMENTS
1. Supervisor's Overall Comments:
Print Supervisor's
Name:
Supervisor's
Signature:
Date:
2. Reviewer's Comments:
Print Reviewer's
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44. Employee Performance Review Package
Name:
Reviewer's Signature:
Date:
3. Employee's Comments:
Print Employee’s
Name:
Employee's
Signature:**
Date:
**Acknowledges the receipt of copy of performance review and opportunity to respond only,
does not mean agreement or disagreement.
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45. Employee Performance Review Package
Performance Review Form 9
Staff name: Dept/Section:
Job title: Date started current job:
Reviewers name: Date of review:
1. Your current job
a) Please list the main duties and key skills of your role in order of importance.
b) Has your job changed significantly in the last year? If so how? Have you been involved in any
additional activities?
2. Performance, strengths and areas for development
a) How has your job performance been in key areas in the last year (e.g. customer service,
team working, and technical requirements of the role)? Which agreed personal or organizational
targets/objectives been met?
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46. Employee Performance Review Package
b) Which parts of your job do you do best, or most enjoy, and why? What parts of your job have
you found most difficult and why? Are there some parts of your job you feel unsure about?
c) Are there any problems outside your control, which have reduced your ability to do your job?
3. Personal objectives/targets
What personal/organizational targets/objectives need to be achieved over the next year?
4. Training and development needs
What training, development, guidance or support would best help you to meet the demands of
your post over the next year?
To help you overcome any limitation of skills or knowledge specific your current role
To help you gain new skills or knowledge to meet changes in your role
To help you meet new targets or objectives
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47. Employee Performance Review Package
5. Any other aspects.
Are there any other areas of discussion/comments agreed, not noted elsewhere?
To be completed by member of staff being reviewed. Please delete as appropriate.
I have read the comments, summary and the outcomes noted by my reviewer and:-
a) I agree with them
b) I agree with them and wish to add the following points:-
c) I do not agree them for the following reasons:-
Signed: Date:
To be completed by the reviewer.
I have seen the completed section above.
Signed: Date:
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48. Employee Performance Review Package
Probation Performance Review Form 1
COMPANY NAME
Performance Review Guide
EMPLOYEE
Employee Name Review Period
Department Manager
PERFORMANCE GOALS AND OBJECTIVES
Zero to 2 months 2 to 4 months 4-6 months
Become familiar with your Make certain defined goals and Review performance goals to
department’s business goals. criteria are realistic. Renegotiate see if you are on target.
if necessary. Reprioritize work accordingly.
Work with your manager to define Are you focusing your time on the
and document your goals. Include goals you committed to? If not,
what you are expected to produce either work with your manager to
by your first review, activities change your goals or re-evaluate
needed to accomplish results, and how you spend your time.
success criteria.
NOTES/ACTIONS
SKILLS AND KNOWLEDGE DEVELOPMENT
Zero to 2 months 2 to 4 months 4-6 months
Understand the specific skills and Attend one of the sessions in the Attend at least one or more
knowledge you need. Use the job certification program. See the sessions in the certification
profile as your guide. training resource site for courses. program.
Build a skill development plan Review your development plan Create a timeline with
based on the goals agreed to by and suggested curriculum for associated tasks that you will
you and your manager. additional skills and training. follow in order to attain the skills
outlined in your personal
development plan.
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49. Employee Performance Review Package
Complete the orientation.
NOTES/ACTIONS
PROCESSES AND METHODS
Zero to 2 months 2 to 4 months 4-6 months
Familiarize yourself with work Identify and eliminate Get to know the people who
processes and methods used in unnecessary variation in the way work cross-functionality in
your job. Be clear on who owns you perform work processes. common work processes.
those processes and how you can
support process goals.
Ensure that your work Seek to simplify any work
responsibilities are clear, processes in order to cut cycle
defined, and realistic. time.
Set clear timelines for task due
dates. Keep timelines up to date.
NOTES/ACTIONS
PROCESSES AND METHODS
Zero to 2 months 2 to 4 months 4-6 months
Understand the different types of Are you getting the feedback you Are you giving feedback to
feedback and the ways in which you need? Is feedback timely, others who need it?
will receive feedback. specific, and frequent?
Compare actual and expected
Compare actual performance performance.
and expected performance.
NOTES/ACTIONS
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50. Employee Performance Review Package
Probation Performance Review Form 2
Employee Name: Job Supervisor: Probationary
Classification: Appraisal
Performance
Appraisal
MAJOR JOB FUNCTIONS
MAJOR JOB FUNCTION % Performance Standards Performance Against
Standard (Comments and
rating)
Supervisor lists one major Supervisor inserts pre- (Supervisor summarizes how
job function of this determined standards for employee performed against
position. performance for this major set standard in terms of
job function. quantity, quality and timeliness
of work, as well as performance
relating to core competencies.
Consider and note factors
beyond the employee’s control.)
Rating (check one):
Needs Significant
Improvement/Needs
Improvement
Meets Expectations/Exceeds
Expectations/Excels
Action Plan:
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51. Employee Performance Review Package
Supervisor lists second Supervisor inserts pre- (Supervisor summarizes how
major job function of this determined standards for employee performed against
position. performance for this major set standard in terms of
job function. quantity, quality and timeliness
of work, as well as performance
relating to core competencies.
Consider and note factors
beyond the employee’s control.)
Rating (check one):
Needs Significant
Improvement/Needs
Improvement
Meets Expectations/Exceeds
Expectations/Excels
Action Plan:
Supervisor lists third Supervisor inserts pre- (Supervisor summarizes how
major job function of this determined standards for employee performed against
position. performance for this major set standard in terms of
job function. quantity, quality and timeliness
of work, as well as performance
relating to core competencies.
Consider and note factors
beyond the employee’s control.)
Rating (check one):
Needs Significant
Improvement/Needs
Improvement
Meets Expectations/Exceeds
Expectations/Excels
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52. Employee Performance Review Package
Action Plan:
Supervisor lists fourth Supervisor inserts pre- (Supervisor summarizes how
major job function of this determined standards for employee performed against
position. performance for this major set standard in terms of
job function. quantity, quality and timeliness
of work, as well as performance
relating to core competencies.
Consider and note factors
beyond the employee’s control.)
Rating (check one):
Needs Significant
Improvement/Needs
Improvement
Meets Expectations/Exceeds
Expectations/Excels
Action Plan:
OVERALL PERFORMANCE LEVEL
Considering performance of separate duties and/or objectives, as well as their relative
importance or frequency, Check the performance level that best indicates overall job
performance (see below).
Supervisors may wish to multiply each performance level times percent-time of duties, total
them and divide by 100. Round overall level to nearest whole number.
Needs Significant Improvement
Needs Improvement
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53. Employee Performance Review Package
Meets Expectations
Exceeds Expectations
Excels
Performance Level Performance Level Definitions
1 Needs Significant Performance falls below acceptable performance standards for quantity, quality
Improvement and/or timeliness for the majority of the major job duties listed (Action plan
reflects an overall performance improvement plan).
2 Needs Improvement Performance falls below acceptable performance standards for quantity, quality
and/or timeliness for some specific portion of the major job duties listed (Action
plan reflects a developmental plan for a specified job function). In other areas,
individual meets the acceptable performance standards for quantity, quality
and/or timeliness for the major job duties listed.
3 Meets Expectations Individual consistently meets the acceptable performance standards for quantity,
quality and/or timeliness for the majority of the major job duties listed. They
reflect performance that is necessary for the ongoing success of the unit. They
may exceed expectations in some aspects of their work, but the higher level of
performance is not consistent.
4 Exceeds Expectations Individual consistently exceeds acceptable job performance standards for
quantity, quality and/or timeliness for some specific portion of the major job
duties listed. Individual demonstrates leadership skills within work unit. In other
areas, individual meets the acceptable performance standards for quantity,
quality and/or timeliness for the major job duties listed.
5 Excels Individual consistently exceeds acceptable job performance standards for
quantity, quality and/or timeliness for the majority of the major job duties listed.
Individual demonstrates strong leadership skills within and outside of work units.
The results achieved during the review period by this individual have an
extraordinary impact on the unit, college, or the University.
If this rating marks the end of the employee’s probationary
period, does the employee pass probation? Yes/No
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54. Employee Performance Review Package
Employee Self Evaluation Form 1
Employees to complete and hand to your manager before your performance review meeting
Employee _________________________________________ Date____________________
List objectives which were met or exceeded during the performance review period.
1. __________________________________________________________________________
2. __________________________________________________________________________
3. __________________________________________________________________________
4. __________________________________________________________________________
List objectives which were not met during the performance review period.
1. __________________________________________________________________________
2. __________________________________________________________________________
3. __________________________________________________________________________
4. __________________________________________________________________________
List your key strengths.
1. __________________________________________________________________________
2. __________________________________________________________________________
3. __________________________________________________________________________
List your performance areas that need further development.
1. __________________________________________________________________________
2. __________________________________________________________________________
List your key goals and objectives for the next performance review period.
1. __________________________________________________________________________
2. __________________________________________________________________________
3. __________________________________________________________________________
4. __________________________________________________________________________
52
55. Employee Performance Review Package
Employee Self Evaluation Form 2
As an employee, you may want to consider completing this worksheet as it will likely help you as
you prepare for your Performance Review Discussion with your supervisor. Your completed
worksheet may be given to your supervisor prior to or during the appraisal discussion.
Name:
Date:
Title:
Department:
1. List what you believe were the key elements of your job during the past year.
2. List special contributions you feel you have made to your department during the last
appraisal period.
3. List any notable obstacles you encountered in accomplishing your job responsibilities
during the appraisal period.
4. What areas do you need (want) to develop in the next year? What are your plans to
achieve these goals?
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56. Employee Performance Review Package
5. What can your supervisor do to better assist you in your position?
6. Add any additional information which you wish to have considered in your appraisal.
Signature:_____________________________ Date:___________________________
54
57. Employee Performance Review Package
Performance Issues: Record of Conversation
Name of employee:
Name of supervisor:
Date: Time:
Location:
Describe the performance issue and how it came to your attention:
[Enter specifics here]
Describe the conversation that took place:
[Enter specifics here]
Describe the course of action outlined:
[Enter specifics here]
Describe the employee’s response:
[Enter specifics here]
Follow up meeting scheduled for:
[Enter date here]
Describe the outcome of the follow-up meeting:
[Enter specifics here]
55
58. Employee Performance Review Package
Performance Issues: Written Warning to Employee
To:
From:
Date:
Subject: Written warning of performance issue
You are being issued this written warning for the following performance issue:
[State the reason. Support with facts, give specific examples, dates, and witnesses. Describe
the impact this has on operations.]
This warning comes after the following previous conversation(s) regarding the same
issue:
[Enter specifics here, including the date, time and location of any prior discussions, coaching,
or verbal warnings that are relevant to the current issue.]
The behavior/performance that must be achieved to be considered satisfactory is as
follows:
[Offer specific actions and list the outcomes to the extent possible]
Failure to adhere to the conditions of this warning, development of new or related
problems, and/or continued unsatisfactory performance will lead to more serious
corrective action up to and including discharge.
Response from employee:
[This section is left blank and is available for the employee to add comments]
Supervisor:_________________[Signature]_________________________________________
Employee:_________________[Signature]_________________________________________
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