This document outlines the process and form for conducting mid-year and end-of-year performance and development conversations between employees and their managers at Transport for London (TfL). The form includes sections for setting objectives aligned with business priorities, demonstrating behaviors, reviewing development goals, and summarizing the conversation. Upon completing the end-of-year conversation, the manager determines a performance rating, which is then calibrated across the department before being confirmed to the employee. The process aims to support employees' performance and development through ongoing feedback conversations.
The document provides instructions for developing a resume for a summer job, internship, or co-op position. It emphasizes using factual information from past skills, experience, and activities, and revising the resume to fit specific job descriptions. Students are directed to refer to Career Services guidance on resume formats and include education, skills, and interests in an easy to read format with relevant experience listed in reverse chronological order. The assignment will be graded based on the quality and readability of the resume, as well as adherence to Career Services guidelines and deadlines.
This document provides guidance for chapter officers on tools for success, including officer orientation, handbooks, duties, goals, and calendars. It outlines steps like submitting officers to headquarters, planning orientation, and creating handbooks. Orientation should review communication structures and officer roles. Officers need to know duties and be trained in skills like communication. Goals and calendars help chapters plan events and track progress. Challenges like turnover and conflicts are also addressed.
U.S. Forest Service Employer Information SessionTridentCADC
Mr. Robin Maes, HR Specialist with the U.S. Forest Service shares an overview of the agency and the hiring process. As a bonus, he shares some great resume tips for getting a government job
This document provides an outline for a seminar on resume writing. It discusses the purpose of a resume as a marketing tool to get an interview. It covers what to include in a resume such as contact information, objectives or qualifications summaries, education, work history and formatting options. The document also discusses what not to include and best practices for resume submission and customizing it for specific job postings. Finally, it provides guidance on writing cover letters by focusing on why the applicant is qualified and following up.
The document provides guidance on shifting a resume's focus from tasks performed to results achieved. It advises highlighting accomplishments and quantifying results whenever possible. The document outlines translating accomplishments into key skills and using the situation, action, result (SAR) format to write accomplishment statements. An example accomplishment is provided: the applicant organized a new fundraising event that generated an additional $10,000 in revenue in year one and $30,000 in year two through community input, corporate sponsorships, and social media promotion. The document stresses matching accomplishment statements to the specific job being applied for.
Identify high performing CPA's using this online 360 degree feedback assessment. Create a benchmark for professional development, identifying skills at which the individual is successful and those skills that he/she needs to develop. This 360 degree feedback assessment measures 17 performance indicators.
The 360 degree feedback assessment is completed by a participant, and up to ten respondents (participant’s work associates, including partners, peers and staff). These respondents anonymously complete assessments, which include numerical rating and customized, open-ended questions related to the participant.
Upon completion of the360 degree feedback assessment, a report is generated that includes self-performance evaluation compared with respondents’ evaluations, numerical based assessments and written narratives as to strengths and opportunities for development for the participant, general comments for the participant from associates, and an action plan to enhance performance. This is a great tool in mentoring people developmentally.
A resume is a written document that summarizes a person's work experience and education. It allows you to highlight your relevant skills and qualifications for the targeted job. When creating a resume, it is important to identify your job target, gather all relevant facts and details, and ensure the resume has a consistent layout and uses clear, error-free writing. Visual aids are also essential for effective presentations to emphasize relevant information and communicate key points to audiences.
The document provides instructions for developing a resume for a summer job, internship, or co-op position. It emphasizes using factual information from past skills, experience, and activities, and revising the resume to fit specific job descriptions. Students are directed to refer to Career Services guidance on resume formats and include education, skills, and interests in an easy to read format with relevant experience listed in reverse chronological order. The assignment will be graded based on the quality and readability of the resume, as well as adherence to Career Services guidelines and deadlines.
This document provides guidance for chapter officers on tools for success, including officer orientation, handbooks, duties, goals, and calendars. It outlines steps like submitting officers to headquarters, planning orientation, and creating handbooks. Orientation should review communication structures and officer roles. Officers need to know duties and be trained in skills like communication. Goals and calendars help chapters plan events and track progress. Challenges like turnover and conflicts are also addressed.
U.S. Forest Service Employer Information SessionTridentCADC
Mr. Robin Maes, HR Specialist with the U.S. Forest Service shares an overview of the agency and the hiring process. As a bonus, he shares some great resume tips for getting a government job
This document provides an outline for a seminar on resume writing. It discusses the purpose of a resume as a marketing tool to get an interview. It covers what to include in a resume such as contact information, objectives or qualifications summaries, education, work history and formatting options. The document also discusses what not to include and best practices for resume submission and customizing it for specific job postings. Finally, it provides guidance on writing cover letters by focusing on why the applicant is qualified and following up.
The document provides guidance on shifting a resume's focus from tasks performed to results achieved. It advises highlighting accomplishments and quantifying results whenever possible. The document outlines translating accomplishments into key skills and using the situation, action, result (SAR) format to write accomplishment statements. An example accomplishment is provided: the applicant organized a new fundraising event that generated an additional $10,000 in revenue in year one and $30,000 in year two through community input, corporate sponsorships, and social media promotion. The document stresses matching accomplishment statements to the specific job being applied for.
Identify high performing CPA's using this online 360 degree feedback assessment. Create a benchmark for professional development, identifying skills at which the individual is successful and those skills that he/she needs to develop. This 360 degree feedback assessment measures 17 performance indicators.
The 360 degree feedback assessment is completed by a participant, and up to ten respondents (participant’s work associates, including partners, peers and staff). These respondents anonymously complete assessments, which include numerical rating and customized, open-ended questions related to the participant.
Upon completion of the360 degree feedback assessment, a report is generated that includes self-performance evaluation compared with respondents’ evaluations, numerical based assessments and written narratives as to strengths and opportunities for development for the participant, general comments for the participant from associates, and an action plan to enhance performance. This is a great tool in mentoring people developmentally.
A resume is a written document that summarizes a person's work experience and education. It allows you to highlight your relevant skills and qualifications for the targeted job. When creating a resume, it is important to identify your job target, gather all relevant facts and details, and ensure the resume has a consistent layout and uses clear, error-free writing. Visual aids are also essential for effective presentations to emphasize relevant information and communicate key points to audiences.
Core competencies identify the key knowledge and skills needed by library employees to provide excellent service. They can be broad to outline major areas or more specific to individual positions. Core competencies should be used for orientation, continuing education, job descriptions, recruitment, interviews, and performance evaluations. Developing core competencies involves understanding the library's mission and goals, identifying relevant competencies, and incorporating them into the organizational culture through periodic review and improvement.
The document provides guidance on writing an effective resume. It explains that a resume should be a brief summary of one's relevant education, work experience, and skills. The purpose is to get an interview. A persuasive resume must be user-centered by considering the audience's expectations, characteristics, goals, and context. Research on the position and company is important. The resume should have sections for contact information, an objective, education, work experience, and can include optional sections.
A consulting firm was asked to design a negotiation skills training program for 20 executives working in Asia Pacific regions. The program needs to address technical language barriers due to cultural differences, as well as the tendency for negotiations to take weeks or months to reach agreements in this region. The training program will define topics that teach negotiation strategies while accounting for communication challenges and the value placed on long-term trust-based relationships in these negotiations.
The document provides guidance on writing an effective resume. It explains that a resume should be 1-2 pages and target a specific job and field. The resume aims to showcase credentials for employment. The document also lists common resume sections and what employers look for in each section, such as contact information, objective, education, experience, skills, and other relevant information. It concludes with tips for an effective resume, including using reverse chronology, proofreading, tailoring each resume to a specific field, and avoiding unprofessional presentations of personal details or font choices.
The document provides guidelines for an effective cover letter, including focusing on highlighting skills relevant to the job rather than duplicating the resume. It should be brief, addressed to the correct person, and capture the employer's attention. The cover letter elements include an introductory paragraph, value-selling paragraph, background summary, a statement requesting follow-up action such as an interview, and a statement of appreciation. The letter should have a professional appearance and avoid common pitfalls like poor writing, lack of focus, exaggeration, or an inappropriate tone.
The document provides tips for writing an effective resume. It advises that the purpose of a resume is to get an interview. Key tips include focusing on the value you can provide rather than what you're looking for, highlighting accomplishments and numbers, tailoring the resume to the specific job posting, and proofreading carefully. Resumes should include the last 10 years of relevant experience and leave out personal details like graduation dates.
The document discusses Performance Review and Employee Development (PRED) tools. It has three objectives: 1) To review and set individual goals aligned with organizational goals, 2) To develop employees by understanding their aspirations, and 3) To identify employees based on performance and potential. The PRED process involves employees identifying goals and individual development plans (IDPs) with their managers. Managers provide counseling to help employees achieve career goals and fill competency gaps. An IDP outlines objectives and activities for an employee's career development, benefiting both the employee and organization by improving skills and competencies. The optimum time to prepare an IDP is after a performance appraisal. An IDP should include developmental assignments and training from a training needs analysis
The document provides tips for developing an effective resume, including showcasing skills and accomplishments, using a clear structure and formatting, and tailoring the resume for specific jobs. Employers typically spend 30 seconds reviewing each resume, so content should be concise and highlight relevant qualifications and experiences to support career goals. Myths to avoid are using the same resume for all applications and including an entire work history.
The document discusses the strategic human resource planning and management trainee officers' induction program at the National Bank of Pakistan. It provides background on NBP's organizational structure in the 1990s which included 9 regional and 40 zonal offices serving 1,555 branches. In the new millennium, NBP underwent a HR paradigm shift and launched strategic HR planning. Structural changes in 2001 established 29 regional offices and 1,289 branches. As part of its strategic planning, NBP launched a Management Trainee Officer program to institutionalize a merit-based performance culture and adopt best international practices. The program aimed to recruit and train officers who would demonstrate commitment, improve NBP's brand, and participate in Pakistan's economic development as a responsible corporate
The art of writing resume and application letterGarret Raja
The document provides guidance on writing effective resumes and application letters by outlining the key sections of a resume like personal information, objective, education, and work experience. It also gives tips for writing each section as well as overall dos and don'ts such as keeping the resume to 1-2 pages and using action verbs. The goal is to paint a positive picture of the job seeker's qualifications and skills to guide the interview.
The document provides an overview of how to prepare winning proposals. It discusses analyzing the proposal status of LG CNS, understanding the proposal process and major activities within each stage of the process. These include establishing a proposal strategy, developing the proposal, packaging/binding, and presenting. The conclusion emphasizes that proposals represent value for the customer, are an important sales tool, require resources, but can be made effective through understanding the process and customer needs.
This document provides guidance on writing an effective resume, cover letter, and preparing for a job interview. It recommends including key information like education, experience, and skills in the resume. For interviews, it emphasizes the importance of research, preparation, a positive presentation, and providing concrete examples to behavioral questions. Successful resumes, cover letters, and interviews focus on the applicant's strengths and qualifications for the position.
How to Use Internal Assessments to Improve Employee Development | Webinar 02....BizLibrary
This document outlines an organization's process for developing internal assessments, linking them to employee development plans, and integrating core values into the organization's culture. It includes developing assessments based on strategic needs, conducting a self-assessment survey and customer surveys, analyzing gaps, creating individual development plans, assigning learning activities, and measuring outcomes through course completions and repeated customer surveys. The goal is to improve customer service and ensure managers and supervisors achieve leadership certification by demonstrating the organization's FAITH values of focused, accountable, innovative, trustworthy and helpful.
Dokumen ini membahas tentang nilai dan norma sosial. Nilai berasal dari sumber-sumber tertentu dan dibagi menjadi beberapa jenis yang memainkan peran fungsional dalam kehidupan sosial. Norma sosial adalah aturan tidak tertulis yang mengatur perilaku manusia dalam masyarakat, yang berbeda dari nilai dan dikelompokkan berdasarkan daya ikat, aspek, ciri, tingkat keberadaan, serta legalitasnya.
Dokumen tersebut membahas tentang pertumbuhan dan perkembangan tumbuhan, meliputi pengertian pertumbuhan dan perkembangan, tahap-tahapnya, jenis perkecambahan biji, pertumbuhan primer dan sekunder, serta faktor-faktor yang mempengaruhinya.
Celery es una biblioteca de Python que permite construir aplicaciones distribuidas y escalables mediante el uso de colas de tareas asíncronas. Celery divide las tareas complejas en sub-tareas más pequeñas que se ejecutan de forma distribuida en "workers". Esto permite escalar la aplicación horizontalmente al agregar más workers y mejorar el rendimiento al procesar tareas en paralelo. Celery también admite cadenas de tareas y colas especializadas para diferentes tipos de workers.
Internet ha cambiato drasticamente la vita delle persone
In tutto il mondo! Quali sono i maggiori utilizzi di internet? Informazione | Comunicazione Intrattenimento | Shopping | Viaggi!!
E se potessimo far risparmiare alla gente migliaia di euro all’anno SENZA cambiare le loropreferenze o abitudini
giornaliere? (marche, prodotti, negozi etc..)
E se potessi farlo senza confini o limiti?
ORA SI PUO'!!!!!!!!
Per registrarsi come cliente DUBLI clicca qui:
http://bit.ly/10n0cxM
PER INFORMZIONI SUL BUSINESS DI DUBLI CONTATTATEMI!!!
Email: dubliteam2014@gmail.com
The Employees' Provident Funds and Miscellaneous Provisions Act defines "basic wages" as all emoluments earned by an employee through work, excluding certain cash allowances and presents from employers. The Act defines an "employee" broadly as any person employed for wages, including contract workers.
The Act establishes three mandatory contribution schemes: the Employees' Provident Fund (EPF) with a 12% employee and 3.67% employer contribution, the Employees' Deposit-Linked Insurance Scheme with a 0.5% employer contribution, and the Employees' Pension Scheme with an 8.33% employer contribution. EPF withdrawal is only allowed under certain circumstances like retirement, unemployment, or death.
presentation is intended for 2nd year medical school students and contains definitions of terms in order to facilitate the understanding of the infectious process, as well as basic elements of biosafety in microgiology laboratories
Startups offer challenging work with amazing teams using cutting-edge technologies. They require a high level of effort and ability to adapt to changing circumstances. Successful candidates are self-starters who execute well without close supervision. Personal projects that demonstrate skills and passion are highly valued. The application process involves personalized, persistent communication to convey fit and interest for the specific opportunity.
Our music video challenges some conventions of music videos while following others. We did not include narratives like some theorists suggest but manipulated lyrics to comment on society. We used typical shots like medium close-ups but did not use close-ups or extreme close-ups. We incorporated transitions and editing to match the music but lacked some camera movements. Costumes avoided objectification but locations reinforced the theme. Sound used only non-diegetic elements. While departing from theories of music as shamanism, we showed the artist's experiences through her actions.
Core competencies identify the key knowledge and skills needed by library employees to provide excellent service. They can be broad to outline major areas or more specific to individual positions. Core competencies should be used for orientation, continuing education, job descriptions, recruitment, interviews, and performance evaluations. Developing core competencies involves understanding the library's mission and goals, identifying relevant competencies, and incorporating them into the organizational culture through periodic review and improvement.
The document provides guidance on writing an effective resume. It explains that a resume should be a brief summary of one's relevant education, work experience, and skills. The purpose is to get an interview. A persuasive resume must be user-centered by considering the audience's expectations, characteristics, goals, and context. Research on the position and company is important. The resume should have sections for contact information, an objective, education, work experience, and can include optional sections.
A consulting firm was asked to design a negotiation skills training program for 20 executives working in Asia Pacific regions. The program needs to address technical language barriers due to cultural differences, as well as the tendency for negotiations to take weeks or months to reach agreements in this region. The training program will define topics that teach negotiation strategies while accounting for communication challenges and the value placed on long-term trust-based relationships in these negotiations.
The document provides guidance on writing an effective resume. It explains that a resume should be 1-2 pages and target a specific job and field. The resume aims to showcase credentials for employment. The document also lists common resume sections and what employers look for in each section, such as contact information, objective, education, experience, skills, and other relevant information. It concludes with tips for an effective resume, including using reverse chronology, proofreading, tailoring each resume to a specific field, and avoiding unprofessional presentations of personal details or font choices.
The document provides guidelines for an effective cover letter, including focusing on highlighting skills relevant to the job rather than duplicating the resume. It should be brief, addressed to the correct person, and capture the employer's attention. The cover letter elements include an introductory paragraph, value-selling paragraph, background summary, a statement requesting follow-up action such as an interview, and a statement of appreciation. The letter should have a professional appearance and avoid common pitfalls like poor writing, lack of focus, exaggeration, or an inappropriate tone.
The document provides tips for writing an effective resume. It advises that the purpose of a resume is to get an interview. Key tips include focusing on the value you can provide rather than what you're looking for, highlighting accomplishments and numbers, tailoring the resume to the specific job posting, and proofreading carefully. Resumes should include the last 10 years of relevant experience and leave out personal details like graduation dates.
The document discusses Performance Review and Employee Development (PRED) tools. It has three objectives: 1) To review and set individual goals aligned with organizational goals, 2) To develop employees by understanding their aspirations, and 3) To identify employees based on performance and potential. The PRED process involves employees identifying goals and individual development plans (IDPs) with their managers. Managers provide counseling to help employees achieve career goals and fill competency gaps. An IDP outlines objectives and activities for an employee's career development, benefiting both the employee and organization by improving skills and competencies. The optimum time to prepare an IDP is after a performance appraisal. An IDP should include developmental assignments and training from a training needs analysis
The document provides tips for developing an effective resume, including showcasing skills and accomplishments, using a clear structure and formatting, and tailoring the resume for specific jobs. Employers typically spend 30 seconds reviewing each resume, so content should be concise and highlight relevant qualifications and experiences to support career goals. Myths to avoid are using the same resume for all applications and including an entire work history.
The document discusses the strategic human resource planning and management trainee officers' induction program at the National Bank of Pakistan. It provides background on NBP's organizational structure in the 1990s which included 9 regional and 40 zonal offices serving 1,555 branches. In the new millennium, NBP underwent a HR paradigm shift and launched strategic HR planning. Structural changes in 2001 established 29 regional offices and 1,289 branches. As part of its strategic planning, NBP launched a Management Trainee Officer program to institutionalize a merit-based performance culture and adopt best international practices. The program aimed to recruit and train officers who would demonstrate commitment, improve NBP's brand, and participate in Pakistan's economic development as a responsible corporate
The art of writing resume and application letterGarret Raja
The document provides guidance on writing effective resumes and application letters by outlining the key sections of a resume like personal information, objective, education, and work experience. It also gives tips for writing each section as well as overall dos and don'ts such as keeping the resume to 1-2 pages and using action verbs. The goal is to paint a positive picture of the job seeker's qualifications and skills to guide the interview.
The document provides an overview of how to prepare winning proposals. It discusses analyzing the proposal status of LG CNS, understanding the proposal process and major activities within each stage of the process. These include establishing a proposal strategy, developing the proposal, packaging/binding, and presenting. The conclusion emphasizes that proposals represent value for the customer, are an important sales tool, require resources, but can be made effective through understanding the process and customer needs.
This document provides guidance on writing an effective resume, cover letter, and preparing for a job interview. It recommends including key information like education, experience, and skills in the resume. For interviews, it emphasizes the importance of research, preparation, a positive presentation, and providing concrete examples to behavioral questions. Successful resumes, cover letters, and interviews focus on the applicant's strengths and qualifications for the position.
How to Use Internal Assessments to Improve Employee Development | Webinar 02....BizLibrary
This document outlines an organization's process for developing internal assessments, linking them to employee development plans, and integrating core values into the organization's culture. It includes developing assessments based on strategic needs, conducting a self-assessment survey and customer surveys, analyzing gaps, creating individual development plans, assigning learning activities, and measuring outcomes through course completions and repeated customer surveys. The goal is to improve customer service and ensure managers and supervisors achieve leadership certification by demonstrating the organization's FAITH values of focused, accountable, innovative, trustworthy and helpful.
Dokumen ini membahas tentang nilai dan norma sosial. Nilai berasal dari sumber-sumber tertentu dan dibagi menjadi beberapa jenis yang memainkan peran fungsional dalam kehidupan sosial. Norma sosial adalah aturan tidak tertulis yang mengatur perilaku manusia dalam masyarakat, yang berbeda dari nilai dan dikelompokkan berdasarkan daya ikat, aspek, ciri, tingkat keberadaan, serta legalitasnya.
Dokumen tersebut membahas tentang pertumbuhan dan perkembangan tumbuhan, meliputi pengertian pertumbuhan dan perkembangan, tahap-tahapnya, jenis perkecambahan biji, pertumbuhan primer dan sekunder, serta faktor-faktor yang mempengaruhinya.
Celery es una biblioteca de Python que permite construir aplicaciones distribuidas y escalables mediante el uso de colas de tareas asíncronas. Celery divide las tareas complejas en sub-tareas más pequeñas que se ejecutan de forma distribuida en "workers". Esto permite escalar la aplicación horizontalmente al agregar más workers y mejorar el rendimiento al procesar tareas en paralelo. Celery también admite cadenas de tareas y colas especializadas para diferentes tipos de workers.
Internet ha cambiato drasticamente la vita delle persone
In tutto il mondo! Quali sono i maggiori utilizzi di internet? Informazione | Comunicazione Intrattenimento | Shopping | Viaggi!!
E se potessimo far risparmiare alla gente migliaia di euro all’anno SENZA cambiare le loropreferenze o abitudini
giornaliere? (marche, prodotti, negozi etc..)
E se potessi farlo senza confini o limiti?
ORA SI PUO'!!!!!!!!
Per registrarsi come cliente DUBLI clicca qui:
http://bit.ly/10n0cxM
PER INFORMZIONI SUL BUSINESS DI DUBLI CONTATTATEMI!!!
Email: dubliteam2014@gmail.com
The Employees' Provident Funds and Miscellaneous Provisions Act defines "basic wages" as all emoluments earned by an employee through work, excluding certain cash allowances and presents from employers. The Act defines an "employee" broadly as any person employed for wages, including contract workers.
The Act establishes three mandatory contribution schemes: the Employees' Provident Fund (EPF) with a 12% employee and 3.67% employer contribution, the Employees' Deposit-Linked Insurance Scheme with a 0.5% employer contribution, and the Employees' Pension Scheme with an 8.33% employer contribution. EPF withdrawal is only allowed under certain circumstances like retirement, unemployment, or death.
presentation is intended for 2nd year medical school students and contains definitions of terms in order to facilitate the understanding of the infectious process, as well as basic elements of biosafety in microgiology laboratories
Startups offer challenging work with amazing teams using cutting-edge technologies. They require a high level of effort and ability to adapt to changing circumstances. Successful candidates are self-starters who execute well without close supervision. Personal projects that demonstrate skills and passion are highly valued. The application process involves personalized, persistent communication to convey fit and interest for the specific opportunity.
Our music video challenges some conventions of music videos while following others. We did not include narratives like some theorists suggest but manipulated lyrics to comment on society. We used typical shots like medium close-ups but did not use close-ups or extreme close-ups. We incorporated transitions and editing to match the music but lacked some camera movements. Costumes avoided objectification but locations reinforced the theme. Sound used only non-diegetic elements. While departing from theories of music as shamanism, we showed the artist's experiences through her actions.
Legislación Laboral, principios y mecanismos de garantía cavigomez
Este documento resume los principios fundamentales de la legislación laboral colombiana, incluyendo la libertad del trabajo, obligatoriedad del trabajo, protección del trabajo e igualdad de derechos. También describe los mecanismos de garantía de los derechos laborales como el derecho de petición y la acción de tutela. Finalmente, explica brevemente la conciliación y transacción como alternativas para resolver problemas laborales.
teaching support for 2nd year medical school students: steps of the laboratory diagnosis of infections caused by bacteria of the genera Staphylococcus and Streptococcus
The document provides guidance on conducting effective annual reviews. It emphasizes that annual reviews are an opportunity for team leaders and members to reflect on the past year, identify lessons learned, and plan for future success. The review process should involve preparation by both parties, discussion of achievements and challenges, and agreement on goals, priorities, and capability development for the upcoming year. By taking the time for thoughtful reviews, team members will feel energized and confident in their ability to perform at a high level with their manager's support.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/employee-performance-guide-304
This guide is a basic introduction to performance management, the process, setting objectives, providing feedback, the performance discussion between manager and employee. It is geared to small and mid-sized companies who want to provide a process that is clear and easy to use for managers.
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.
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.
The document defines the balanced scorecard as a strategic planning and management system used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It consists of four perspectives - financial, customer, internal business processes, and learning and growth - and is used to translate strategic objectives into tangible measures, communicate strategy to employees, link strategic objectives to short and long term activities, collect feedback to drive continuous improvement.
The document provides guidance on effective goal setting for employees. It outlines the MyGoals tool, which allows employees to align their goals with business priorities and strategic initiatives. It discusses the importance of establishing SMART goals and provides tips for writing clear, measurable goals. The process for discussing goals with managers and getting feedback is also summarized.
The document discusses performance management processes for microfinance institutions. It describes setting individual performance objectives that are specific, measurable, achievable, realistic and time-bound. Objectives should focus on important outcomes and link to organizational, regional, departmental and individual goals. The performance management cycle involves setting objectives, ongoing coaching, feedback and reviews throughout the year.
The document provides an overview of Penn State's performance management process, focusing on the importance of setting goals and expectations between managers and their direct reports. It outlines the key aspects of an effective performance management system, including aligning individual goals with department and university objectives, establishing measurable goals, providing regular feedback, and formally reviewing goals and performance at mid-year and end-of-year. The presentation provides guidance to supervisors on discussing job responsibilities with staff, drafting SMART goals, and avoiding common pitfalls in the goal-setting process.
Coaching for Excellence - Annual Performance Review ProcessTrey Scarpa
The document outlines an annual performance review process called "Coaching for Excellence" for a company. It aims to provide feedback, coaching, aligned work objectives, improved performance, retention, learning and equitable rewards decisions. Key aspects include annual goal setting between employees and managers, quarterly reviews, annual evaluations, and development planning to help employees thrive in their careers. All employees and managers must complete stages of the process by set deadlines.
The document provides guidance on conducting effective staff appraisals. It discusses that appraisals should systematically evaluate an employee's job performance, assess training needs, and measure performance against objectives. An effective appraisal includes preparation from both manager and employee, focuses on listening and questioning, and establishes clear objectives and an action plan. Objectives should be SMART - specific, measurable, achievable, realistic and timely. Regular follow up meetings allow objectives to be reviewed and ensure continuous performance improvement.
1) The document discusses establishing a performance improvement culture within an organization by linking strategies, capabilities, and individual/team performance.
2) It provides a framework for performance improvement that includes defining desired performance, identifying performance gaps, determining root causes, selecting and implementing actions, and ongoing monitoring and evaluation.
3) The manager's role includes setting clear expectations, providing feedback, ensuring adequate resources and training, and motivating employees through communication, systems, and performance management.
Company Culture: Connecting to Performance ManagementSherrie Suski
Sherrie Suski's lesson on company culture continues, with this thorough presentation on performance management, core competencies, and establishing goals for the business. Sherrie Suski's lesson is great for startups.
The document outlines the 9 steps of the performance appraisal process: 1) establishing performance standards, 2) communicating standards, 3) measuring actual performance, 4) comparing actual and desired performance, 5) establishing an employee file, 6) providing regular feedback, 7) addressing disciplinary issues, 8) conducting an appraisal meeting, and 9) following up after the meeting. It provides brief descriptions of each step and emphasizes the importance of setting clear standards, ongoing feedback, documentation, and goal setting.
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
(Student assignment) our ideas and your peopleCharles James
This document outlines an agenda for a presentation on human resources consulting. It discusses the consulting company's methodology, which includes policy reviews, employee and management surveys, and compiling solutions. It also covers how corporate and HR needs must be balanced, including career progression, diversity, and productivity. The main part of the presentation focuses on employee development and the performance improvement plan (PIP) as an instrument to address issues like litigation, lack of diversity, and training requirements. The consulting company's solution includes creating a policy roadmap, implementing PIPs for non-management and management staff, and analyzing solutions and remedies. It concludes by opening the floor for questions.
This document outlines Mark Everest's plan as a Loss Prevention Specialist. His key objectives include delivering shrinkage improvement targets for his business area totaling over £58 million. He aims to complete all required store visits and action plans on schedule. Mark also wants to develop his skills through training courses and receive coaching to better support store teams. His career goals are to broaden his investigative skills and focus more on external crime while learning about new systems. Mark's manager rates his potential as "well placed" and comments that he delivers good performance and will continue developing his Morrisons-specific knowledge.
The document provides an overview of NOVO Healthcare and Pharma Ltd.'s annual year review and performance appraisal meeting. It discusses NOVO's strengths, including its innovative new products, growth over the past year, and leadership in the pellets business in Bangladesh. It also reviews NOVO's goals and sales figures for 2013, highlights its performance that year, and outlines the roles and process for NOVO's performance management system, which includes setting objectives, conducting appraisals, and developing individual plans.
1. 1 My performance and development conversations
My performance
and development
conversations
To achieve our goal and priorities
every one of us needs to contribute
by living our behaviours, delivering high
performance and working together
Name
Employee number
Team
Reviewing manager
Reviewing year
Our behaviours
Accountable
Active
Collaborative
Direct
Fair and
consistent
To keep London working, growing and
to make life in London better
Pillars
Value
Delivery
Customers
People
TfL
Every journey
matters
My
performance
Our
behaviours
My
development
Me
My
contribution
Reviewing Improving Recognising Evaluating
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2. 2 My performance and development conversations
More information about filling in
the form online
More information about filling in the form on paper
Download printable guidance notes if needed
Review cycle
My preparation
Objectives
setting meeting
Ongoing
conversations/
assessment
My preparation
End of year
review meeting
My preparation
Mid-year
review meeting
Calibration
Ongoing
conversations/
assessment
How our behaviours can help us get the most out
of performance and development conversations
Me
Accountable – taking responsibility for my
behaviour, performance and development
Active – looking for ways and opportunities
to achieve my own aspirations
Collaborative – working with my manager
to agree positive actions
Direct – sharing my views, evidence and
aspirations so my manager is aware and can
offer me the right support
Fair and consistent – assessing my
own performance and behaviour
My manager
Accountable – taking responsibility for
team performance and behaviour
Active – preparing and setting aside time
for review conversations
Collaborative – supporting me to take
responsibility for my own performance,
development and progress
Direct – telling me what I’m doing well,
where I need to improve and confirming
actions we’ve agreed
Fair and consistent – treating everyone equally
using the measures and guidance provided
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3. 3 My performance and development conversations
Guidance
Performance objectives and outcomes
Business priorities
It’s important that your objectives support the business priorities for your area. Make a note here of the
results your area is aiming to achieve this year and refer to your area’s scorecard.
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My objectives
Set out your objectives for the year that will help to achieve the business priorities for your area.
Think about how you can show that you’ve met your objectives and what competencies are required,
and set a measure against each objective.
If you have a requirement to set more than five objectives, you can find a performance objectives
supplementary page on the Managing Performance pages on Source.
Objective 1
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Improving and enhancing periodic accruals reporting
Measures
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Mid-year outcomes
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End of year outcomes
Continuation sheet
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Continuation sheet
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4. 4 My performance and development conversations
Objective 2
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KPIs
Measures
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Mid-year outcomes
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End of year outcomes
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Objective 3
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Asset Life Review
Measures
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Mid-year outcomes
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End of year outcomes
Guidance
Continuation sheet
Continuation sheet
Continuation sheet
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Continuation sheet
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5. 5 My performance and development conversations
Objective 4
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Accruals Panel coordination
Measures
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Mid-year outcomes
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End of year outcomes
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Objective 5
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Project spend and income reconciliation
Measures
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Mid-year outcomes
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End of year outcomes
Guidance
Continuation sheet
Continuation sheet
Continuation sheet
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Continuation sheet
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6. 6 My performance and development conversations
Guidance
Demonstrating our behaviours
Our behaviours influence how we work, our development, our progress and our success. This section gives
you the opportunity to show how you’ve lived our behaviours during the year.
Accountable – take personal responsibility
for your actions and don’t make excuses
about why something isn’t possible. Tell
others what they can expect from you.
Active – step up, don’t wait for others.
Make things happen. Make things better
and find solutions to problems.
Collaborative – share your knowledge
with others outside your immediate team
so everyone can make better decisions.
Don’t waste time by excluding others.
Direct – get each task done as quickly as
possible, by communicating clearly and
not wasting time.
Fair and consistent – be open and
honest about your decisions and consider
other people’s viewpoints and needs.
Look for our behaviours matrix on the
Managing Performance pages on Source.
How I’ve demonstrated our behaviours
Please include examples of how using our behaviours has positively affected your work throughout the year.
Mid-year outcomes
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End of year outcomes
Continuation sheet
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Continuation sheet
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7. 7 My performance and development conversations
Guidance
My development
This section is for you and your manager to explore your aspirations, how you’d like to develop in your
role and what you need to do to achieve your goals.
Business and personal goals My next steps
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Our agreed action plan
Record here the development actions you and your manager have agreed.
Development need – how you
Action – learning or experience
and the business would benefit
(what, when, how)
from meeting it
Result – how the agreed action
has helped to meet your
business needs
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More information on competencies, technical skills and performance improvement, and our development
guides are available on the Managing Performance pages on Source.
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8. 8 My performance and development conversations
Using competencies, technical skills
and operational requirements
Competencies are the generic skills, including interpersonal skills,
and knowledge that we need to perform well in our roles and deliver
excellent business performance. Through research, we’ve identified
15 competencies which are relevant across our organisation, but
not all of these will be applicable to an individual role.
Use competencies to
• Understand what’s expected of you in your role
• Help you identify areas you need to develop to achieve your
performance and development objectives
• Understand what might be expected of you if you’re working
on a particular project or towards a stretch objective
• Understand what’s expected in other roles you might want
to move to
• Identify specific learning and development actions to develop
your competencies
• Support your performance and development conversations
with your manager
Technical skills and operational requirements are the specialist
skills and qualifications required for specific roles in our organisation.
They may be skills you can develop on internal programmes, or
through external qualifications such as those developed by specialist
bodies, or degree courses. Updates to technical skills or operational
requirements can also be driven by changes in legislation.
Not all roles have technical skills or operational requirements.
If these are needed for your current role, or roles you may wish to
move to, discuss these with your manager.
There is more information about competencies, technical skills,
operational requirements and development options on the
Managing Performance pages on Source.
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9. 9 My performance and development conversations
Summary comments
Guidance
Setting objectives meeting
To agree objectives that will help to achieve business priorities and to plan your development for the year.
Individual signature Manager signature Date objectives set
Mid-year review meeting
To review your needs and plan based on your performance,
behaviours to date and any changes in your personal goals.
Individual Manager
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Signed Signed
End of year meeting
To assess your performance, behaviours and progress
throughout the year.
Date
Date
Individual Manager
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Signed Signed
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10. 10 My performance and development conversations
What happens next?
Once you and your manager have completed your end of year
performance and development conversation, your manager will
decide a performance rating for you that reflects your performance
and behaviour over the full year.
The management team in your area then meets to review all the
ratings given, to make sure they’re fair and consistent. Your manager
tells you what your performance rating is once all ratings have been
signed off by the Managing Directors and Commissioner. After the full
authorisation process, your manager will confirm your rating to you.
For some grades, ratings are linked to performance pay.
If your performance is either low standard or improvement needed,
you will be placed on a performance improvement plan. There is
more information about the performance improvement plan on the
Managing Performance pages on Source.
There are many ways to recognise good performance. When
assessing your overall performance your manager will consider any
one-off actions you may have performed which were above and
beyond the required duties of your role. Your manager will show
appreciation and thank you for your efforts. They may nominate you
for a Make a Difference award if your actions were aligned to our
behaviours and match the criteria of the scheme.
The process for receiving
your rating is:
Step 1
Year end performance and
development conversation
Step 2
Your manager decides a
performance rating based
on your performance against
objectives and behaviours
Step 3
If your rating is low standard
or improvement needed,
your manager will put
in place a performance
improvement plan
Step 4
Your local management team
has a calibration meeting
to check ratings in your
department are fair and
consistent
Step 5
Your manager puts your
performance rating on to SAP
Step 6
Your manager tells you what
your performance rating is
once all ratings have been
signed off by the Managing
Directors and Commissioner
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11. 11 My performance and development conversations
Back to form
Continuation sheet – performance objectives and outcomes
Use this sheet to record any additional information about your performance objectives and how/why
they were/were not achieved. Only use this sheet if there is important information you or your manager
need a record of. The form is intended to support your conversation and does not need to be a complete
record of everything you discuss.
Mid-year
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End of year
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12. 12 My performance and development conversations
Back to form
Continuation sheet – demonstrating our behaviours
Use this sheet to record any additional information about our behaviours and how/why they were/were
not demonstrated. Only use this sheet if there is important information you or your manager need a record
of. The form is intended to support your conversation and does not need to be a complete record of
everything you discuss.
Mid-year
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End of year
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