The document outlines the performance management cycle which includes planning, coaching, and evaluating phases. It discusses the purpose of performance evaluations in describing an employee's job performance and how to improve. Various types of evaluations like introductory, annual, special, and corrective action evaluations are also explained. The benefits of performance evaluations for employees and organizations are provided.

1. • Prepared by:
EVALUATING Ancel Lopez
& Nielzen Joy Melo
EMPLOYEE
PERFORMANCE
(Paul J. Jerome)

2. The Performance Management Cycle
planning coaching
evaluating

3. The Performance Management Cycle
• Position description : define the
responsibility of a job and include
evaluation measurements
• Performance Objectives: define
individual objectives for which the
employee will be held accountable,
Planning in addition to the Position
Description
phase
• Performance action Plan: explain
how these objectives will be
achieved.

4. The Performance Management Cycle
•The agreed upon
performance plans are
Coaching implemented here
phase

5. The Performance Management Cycle
•Throughout the process
you’re also
documenting how your
Evaluating team members are
phase
doing

6. • Provides a way to describe your
team members have performed on
the job, and how they improve
their performance in the future so
that all will benefit.
• It also provides opportunity to
Purpose of mutually develop work objectives
and ways to achieve them
Performance • It provides documentation to
Evaluation support all personnel decisions
(e.g., promotions, salary
adjustments, terminations, etc.)

7. • Introductory Performance Evaluation
• - conducted between 1 to 6
months after an employee ‘s hire
date to determine if the employee
is a match for the job.
• Annual Performance Evaluation
• - are what everyone usually get so
Types of worked up about. This formal
Performance annual documentation of
performance highlights or lowlights
Evaluation strongly influences personnel
decisions and ends up in a special
employee file.

8. • Special Performance Evaluation
• - similar to annual
performance, except they’re
conducted to an “as-needed”
basis at the request of the teal
leader or member. Usually these
Types of evaluations support
Performance employment status changes.
Evaluation • Corrective Actions
• - often called “reprimands”,
these evaluations are a form of
progressive discipline.

9. • Feedback Sessions
• - an informal evaluation of on-the-
job performance that take place
during the day-to-day coaching
process between team leaders and
members.
Types of • Status Reports
Performance • - periodic (e.g., weekly, monthly,
quarterly) progress reports that are
Evaluation typically submitted to management
to document key individual and
team performance highlights.

10. • Performance will improve by
redirecting undesirable behaviours
through constructive feedback, and
can be maintained and leveraged by
reinforcing desirable behaviours
through recognition and rewards.
• Provides an opportunity to build
Benefits of strong working relationships between
you and your team members
EEP • Team members’ roles and
responsibilities can be clarified, esp.,
those areas you consider strengths or
those that need improvement.

11. • Plans can be created to develop
team members’ performance in
current assignments and prepare
them for additional assignments
• finally, performance evaluations
become historical documents that
Benefits of can later support personnel
decisions (e.g., promotions,
EEP demotions, transfers,
compensation adjustments,
terminations, etc. )

12. Performance Evaluation Model
Describe Conduct
Collect Develop
and and
and select and review
document summarize

13. •Gather information
from as many
resources as necessary

•Brainstorm descriptions
Collect of performance 
and select •Choose substantive
data to record 

14. •Describe performance
with “the write stuff”
•Connect behaviours,
impacts, and examples
Describe following “the 2.5
and rule”
•Fit descriptions into
document your form

15. •Identify opportunities
for employee growth
•Draft employee
development profiles
Develop to enhance
and performance
•Seek support from your
review organization

16. •Create a comfortable
environment
•Share highlights to
build understanding
Conduct and appreciation
and •Finalize commitments
and collaborate toward
summarize mutual goals

17. •Corrective action must
be uniform and
progressive, so that all
employees in an
organization know
Corrective what to expect
Actions •Also known as
‘discipline’

18. • Step 1 Verbal Counseling
• Step 2 Verbal Warning
Standard • Step 3 Written Reprimand
process for • Step 4 Suspension (optional)
• Step 5 Termination
Corrective
Actions

19. • First, describe the “Areas of
Needed Improvement” --- what
your team member is doing, the
undesirable impacts from his
behaviour, and examples.
• Next, discuss alternative
behaviours for the employee, you,
and theirs to take to redirect his
Step 1: Verbal current behaviour and reach
desirable results. Solicit and
Counseling respond to your team member’s
concern and suggestions.
• Last, summarize key steps for you
and your team member to take,
and schedule a review session.

20. • Follow all the suggestions in step
1. Then inform the team member
that due to unrepeated
undesirable behaviour.
• Ask the employee for any reasons
for the lack of behavioural
change.
Step 2: Verbal • Note the dates, times, and key
discussion points of this meeting
Warning in your own file. Offer a copy of
your notes to the team member.
Give a verbal update to the next
level of management and Human
Resources.

21. • Your verbal and written
communications should mirror
one another.
• The performance evaluation you
write should have “2.5 rule”
descriptions of team members’
Step 3: behaviour.
• Follow all the suggestions in Step
Written 1 and Step 2. then develop a
Reprimand written reprimand with the
assistance of the next level of
management and Human
Resources.

22. • Following a lack of improvement
and/or serious allegations (e.g.,
accusations of theft), the
employee may be suspended
from work without pay as
disciplinary action, to allow for
Step 4: further investigation.
• This step is usually approve by HR
Suspension in advance, and involves
organization-specific steps,
(optional) considerations and forms.

23. • Always consult to a senior
management, HR, and legal
counsel before proceeding with a
termination of employment.
• Again your organization will have
Step 5: specific steps, considerations, and
forms. Follow them.
Termination

24. • Performance Evaluation is... An
ongoing, interactive process, not
a form of an annual meeting
• Focused consistently and
objectively on performance
behaviours, not the person
• A shared and participative
process of documenting past
Summary performance and exploring future
potential.
• A helpful and necessary tool to
reinforce or redirect performance

25. •NOW WE
KNOW!!!!!!
END
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