Feedback_form 1- from Doina
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This performance review feedback form provides feedback on Karum Kaur's performance from April 2015 to March 2016. Doina Musat, Karum's colleague on the ISSC2 Home Office project, completed the feedback form. Doina praised Karum for being helpful, polite, efficient, knowledgeable, and approachable. She noted that Karum's communication skills and knowledge contributed to the high quality of her work. The only area of development noted was to continue gaining experience over time.
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Results based performance management system for deped
The document outlines DepEd's Results Based Performance Management System (RPMS). The RPMS aims to align individual goals with organizational objectives to improve performance and accountability. It incorporates a four phase process of performance planning, monitoring, review, and rewarding. Key aspects include identifying employee KRAs and objectives, providing feedback and coaching, annually reviewing performance against targets, and using competencies for development. The system is intended to strengthen DepEd's efforts towards its mission of providing quality education.
Results based performance management system rpms- for dep ed
The document outlines DepEd's Results Based Performance Management System (RPMS). It discusses aligning the RPMS with DepEd's vision and mission as well as DBM's OPIF framework. The RPMS aims to strengthen performance accountability through establishing strategic alignment of goals at different organizational levels from central office to schools. It describes the four phases of performance planning, monitoring, review and rewarding. Key aspects covered include identifying KRAs, objectives, competencies, monitoring tools like STAR method, development planning and linking to PBB. The document provides guidance on effective implementation of the RPMS within DepEd.
Results based performance management system rpms- for dep ed
The document outlines DepEd's Results Based Performance Management System (RPMS). It discusses aligning the RPMS with DepEd's vision and mission as well as DBM's OPIF framework. The RPMS aims to strengthen performance accountability through establishing strategic alignment of goals at different organizational levels from central office to schools. It describes the four phases of performance planning, monitoring, review and rewarding. Key aspects covered include identifying KRAs, objectives, competencies, monitoring tools like STAR method, development planning and linking to PBB. The document provides guidance on effective implementation of the RPMS within DepEd.
Result based performance management system rpms- for dep ed
The document outlines DepEd's Results Based Performance Management System (RPMS). The RPMS aims to align individual goals with organizational objectives to improve performance and accountability. It incorporates a four phase process of performance planning, monitoring, review, and rewarding. Key aspects include identifying employee KRAs and objectives, providing feedback and coaching, annually reviewing performance against targets, and using competencies for development. The system is intended to strengthen DepEd's efforts towards its mission of providing quality education.
Tom's Performance Review - August 2011
This performance review summarizes Tom Crouch's annual review. He has worked as a Program Manager for Employment Ontario since 2005. The review rates him as far exceeding standards in client focus, commitment to the organization, integrity/trust, and being action-oriented. Specific accomplishments highlighted include maintaining staff trust and respect, demonstrating commitment to client-centered service, and participating in various organizational committees. The review notes Tom's strong integrity and representation of the organization's values. The supervisor expresses confidence in Tom's abilities and style of handling issues fairly. The review concludes Tom is very committed to the agency.
Perfappasamanagementtool
The document summarizes key aspects of performance appraisals including:
- An overview of the current performance appraisal system including parts that evaluate achievements, overall rating, and annual goals.
- Guidance on completing performance appraisals including rating scales, reviewing job descriptions, and setting SMART goals.
- Common errors to avoid such as halo effects, leniency bias, and being unprepared.
- Tips for legal and effective performance appraisal meetings including focusing on behavior, being consistent and fair, and using appraisals as mentoring opportunities.
Welcome performance training workshop
The document provides an overview of performance evaluation training at Terrasol Kenya Limited. It defines key terms like performance, evaluation, job description, and vision. It explains the purpose of performance evaluations is to evaluate employee performance and identify training needs. Performance should be evaluated on factors like job knowledge, judgment, reliability, customer service, productivity, and communication skills. Evaluations are meant to help employees grow, identify issues, document performance, and provide feedback. Interpersonal skills that indicate strong performance include understanding others, managing relationships, cooperation, a positive attitude, respect, appropriate contact, and active listening.
Employees Attitude
The document discusses conducting an employee satisfaction survey to provide an understanding of how employees perceive the organization along different dimensions. The survey would assess satisfaction with areas like benefits, commitment, communication, customer service, decision making, development, job content, leadership, pay, performance, appraisal, safety, teamwork, and training. Conducting such surveys allows organizations to identify issues, develop solutions to improve the workplace, retain valuable employees, and facilitate higher customer satisfaction through satisfied, motivated workers.
2015 Annual Review
John Hunt, Amanda Oliver's manager, provides a review of her 2015 performance. [1] He notes that Amanda helped combine two contact centers and integrate practices between offices while overseeing processes. [2] Amanda met expectations in areas like analysis, change management, communication, leadership, teamwork, and expertise. [3] John praised Amanda's communication skills and role in leading her team through an organizational transition.
Performance Counselling
This document discusses performance counseling and its objectives and process. It begins by defining performance counseling as a supportive process by which managers provide feedback to employees on their performance and help them improve in areas of weakness. The objectives of performance counseling are then outlined, such as helping employees better understand themselves and their environment to improve performance. Key aspects of an effective performance counseling process are also described, including preparation, conducting the session, and follow-up. Benefits include reduced turnover, improved productivity and decision-making. The document concludes by thanking the audience.
Managing and Evaluating Staff 9-28-17.pptx
The document discusses best practices for managing and evaluating staff performance. It provides tips for supervisors on setting objectives, evaluating performance, conducting evaluation meetings, and setting goals. The key points are: supervisors should set clear, measurable objectives with employees; evaluate performance based on achieving objectives and how it contributes to department/university goals; and use evaluations to provide feedback and coach employees to improve performance and set new objectives.
Performance Appraisal
The document discusses performance appraisals, including their objectives, types, and processes. Some key points include:
- Performance appraisals evaluate employee performance, share feedback, and identify ways to improve.
- Objectives include reviewing past performance, identifying training needs, and strengthening employee relationships.
- Types of appraisals include self, peer, manager, and 360-degree. Performance is also measured against objectives.
- The process involves setting standards, measuring performance, comparing to standards, discussing results, and taking corrective actions.
What is performance appraisal
The document discusses performance appraisals, including their objectives, types, and processes. Some key points include:
- Performance appraisals evaluate employee performance, share feedback, and identify ways to improve.
- Objectives include reviewing past performance, identifying training needs, and strengthening employee relationships.
- Types of appraisals include self, peer, manager, and 360-degree. Performance is also measured against objectives.
- The process involves setting standards, measuring performance, comparing to standards, discussing results, and taking corrective actions.
Similar to Feedback_form 1- from Doina (20)
M M Bagali, PhD, HR, HRM, Research, Management, India, Empowerment Strategie...
M M Bagali, PhD, HR, HRM, Research, Management, India, Empowerment Strategie...
Resultsbasedperformancemanagementsystem rpms-fordeped
Resultsbasedperformancemanagementsystem rpms-fordeped
Results based performance management system for deped
Results based performance management system for deped
Results based performance management system rpms- for dep ed
Results based performance management system rpms- for dep ed
Results based performance management system rpms- for dep ed
Results based performance management system rpms- for dep ed
Result based performance management system rpms- for dep ed
Result based performance management system rpms- for dep ed
Feedback_form 1- from Doina
- 1. Performance Review Feedback Form Performance feedback is an integral part of Fujitsu’s performance review process therefore those who have worked alongside individuals during a performance year are encouraged to provide feedback which is specific, constructive and objective clearly highlighting where objectives have been achieved and why as well as where performance can be improved. Thank you for your assistance in this. I would appreciate feedback in relation to the following: Version 1.1 Page 1 of 3 23/01/2013 My Name Karum Kaur My Appraising Manager’s Name Period Feedback is for: From: April 2015 To: March 2016 Your Name: Doina Musat Colleague ISSC2 Home Office project To be completed by the person requesting feedback To be completed by the person providing the feedback
- 2. Performance Review Feedback Form Objective(s) Measure of Success How well did I do? Objective Rating O - Outstanding E - Exceeded A - Achieved P – Partially Achieved U - Unsatisfactory Feedback • Context – situation • Behaviour – actions/interactions • Impact – results delivered Consider • How was the success measure achieved? • How was value added? • How did the delivery support the business strategy? Dimensions Work Packages Putting customers first, providing a good service and prioritising WP’s O As part of our work, we need to file various documents into Dimensions. Karum helped to do this efficiently and correctly. When searching for a document, she took very little time to find it and provide it for us with all the necessary details. Can you give me comments and feedback on my overall performance I worked with Karum on ISSC2 Project I am part of the Home Office team, the Finance Lead Consultant. Being part of the Dimensions Team, Karum has always been very helpful, polite and very efficient. She is very knowledgeable, she advised us immediately when we needed help, mainly regarding standard procedures regarding documentation. Karum is very approachable and easy to get on with. She has great communication skills and all these, combined with her knowledge and efficiency, contributed to the high quality of her work. Even on her day at the college, away from the office, when contacted, she indicated to us immediately the name of one of her colleagues who could help us. I will always be happy to work with Karum. In respect of development to improve my performance where do I need to focus in the future? Please specify details of where I need to focus and how this will enhance my performance in the future? Knowledge Please see below Version 1.1 Page 2 of 3 23/01/2013
- 3. Performance Review Feedback Form Skills Please see below Attitude(Behaviours) Nothing to improve in this area – her attitude (behaviour) is of best standards. Experience Please see below Regarding Knowledge, Skills and Experience - I have no doubt that with practice and in the learning curve process, Karum’s knowledge and skills will enrich and be great. I believe that for the stage she is at the moment in her career, her knowledge, skills, are very, very good. Version 1.1 Page 3 of 3 23/01/2013