This document provides information and resources for evaluating the performance of a QHSE (Quality, Health, Safety, and Environment) manager, including:
1. A 4-page performance evaluation form for a QHSE manager with rating scales for various performance factors, sections for comments, and signatures.
2. Additional phrases for evaluating a QHSE manager's attitude, creativity, decision-making, interpersonal skills, problem-solving, and teamwork.
3. An overview of the top 12 methods for QHSE manager performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback.
The document introduces the Ford Motor Company FMEA Handbook which provides guidance on conducting Failure Mode and Effects Analyses (FMEAs) to identify and address potential failures in product design, manufacturing processes, and concepts. The handbook covers Design FMEAs, Process FMEAs, and Concept FMEAs and includes examples, forms, and best practices. It aims to help engineering teams at Ford and its suppliers conduct effective FMEAs to improve product quality and safety.
Failure Modes and Effects Analysis (FMEA) and Failure Modes, Effects and Criticality Analysis (FMECA) are methodologies to identify potential failures, assess risk, and prioritize issues. They involve identifying items/processes, functions, failures, effects, causes, controls, and recommended actions. Risk is typically evaluated using Risk Priority Numbers (RPN), which considers severity, occurrence, and detection of failures, or Criticality Analysis, which considers probability of failure and loss. FMEA/FMECA are useful for improving reliability and safety.
This document provides guidance on planning and executing an SAP system landscape copy. It discusses reasons for copying landscapes such as development, testing, and backups. When copying multiple connected systems, ensuring data consistency and protecting the source systems is important. The document describes different copy scenarios depending on whether the target is a test or production system. It also discusses technologies for copying data and potential risks. The main phases of the copy procedure are outlined, including preliminary tasks, preparations, the copy process, and final activities on both the source and target environments.
Storing Documents
Creating SAP Documents (links)
Object Links in “Document Settings”
BOM Links
Task List Operation Links (PRTs)
Work Order Operation Links (PRTs)
Object Links, esp. PM Work Orders
Print Manager from Prometheus within PM Work Orders
Lo extraction – part 5 sales and distribution (sd) datasource overviewJNTU University
This document provides an overview of Sales and Distribution (SD) data sources that can be used for LO extraction in SAP BI. It describes the different event types that can trigger data transfers to the data warehouse and lists various SD extractors and their assigned data sources. Useful SAP notes are also referenced that provide more details on specific SD data sources.
This document summarizes the key features and functionality of mySAP PLM Easy Document Management 6.0. It discusses how the software provides easy document management within Microsoft Explorer, with features like check-in/check-out, version management, search, and offline access. The benefits for companies include intuitive use, centralized secure storage, and integration with SAP systems without additional interfaces. Screenshots then demonstrate aspects like the login, folder structure, and document management functions.
The document discusses SAP S/4HANA's Business Partner and Customer Vendor Integration (CVI) features. It provides an overview of CVI synchronization which must be completed in SAP ERP before a system conversion to S/4HANA. The CVI synchronization process involves preparation activities in ERP like configuring CVI, data cleansing, and number assignment. It also describes using the CVI Cockpit tool to synchronize existing customers and vendors to business partners prior to loading the data into S/4HANA. The synchronization ensures customer, vendor and business partner objects are properly linked between the ERP and S/4HANA systems after conversion.
At SQA Solution the objectives of SAP System Testing are to verify that the installed system, which includes the SAP software, custom code and manual procedures, perform per business requirements:
Executes as specified and without error.
Validates with the users and management that the delivered system performs in accordance with the stated system requirements.
Ensures that the system works with other existing systems, including but not limited to interfaces, conversions, and reports.
The document introduces the Ford Motor Company FMEA Handbook which provides guidance on conducting Failure Mode and Effects Analyses (FMEAs) to identify and address potential failures in product design, manufacturing processes, and concepts. The handbook covers Design FMEAs, Process FMEAs, and Concept FMEAs and includes examples, forms, and best practices. It aims to help engineering teams at Ford and its suppliers conduct effective FMEAs to improve product quality and safety.
Failure Modes and Effects Analysis (FMEA) and Failure Modes, Effects and Criticality Analysis (FMECA) are methodologies to identify potential failures, assess risk, and prioritize issues. They involve identifying items/processes, functions, failures, effects, causes, controls, and recommended actions. Risk is typically evaluated using Risk Priority Numbers (RPN), which considers severity, occurrence, and detection of failures, or Criticality Analysis, which considers probability of failure and loss. FMEA/FMECA are useful for improving reliability and safety.
This document provides guidance on planning and executing an SAP system landscape copy. It discusses reasons for copying landscapes such as development, testing, and backups. When copying multiple connected systems, ensuring data consistency and protecting the source systems is important. The document describes different copy scenarios depending on whether the target is a test or production system. It also discusses technologies for copying data and potential risks. The main phases of the copy procedure are outlined, including preliminary tasks, preparations, the copy process, and final activities on both the source and target environments.
Storing Documents
Creating SAP Documents (links)
Object Links in “Document Settings”
BOM Links
Task List Operation Links (PRTs)
Work Order Operation Links (PRTs)
Object Links, esp. PM Work Orders
Print Manager from Prometheus within PM Work Orders
Lo extraction – part 5 sales and distribution (sd) datasource overviewJNTU University
This document provides an overview of Sales and Distribution (SD) data sources that can be used for LO extraction in SAP BI. It describes the different event types that can trigger data transfers to the data warehouse and lists various SD extractors and their assigned data sources. Useful SAP notes are also referenced that provide more details on specific SD data sources.
This document summarizes the key features and functionality of mySAP PLM Easy Document Management 6.0. It discusses how the software provides easy document management within Microsoft Explorer, with features like check-in/check-out, version management, search, and offline access. The benefits for companies include intuitive use, centralized secure storage, and integration with SAP systems without additional interfaces. Screenshots then demonstrate aspects like the login, folder structure, and document management functions.
The document discusses SAP S/4HANA's Business Partner and Customer Vendor Integration (CVI) features. It provides an overview of CVI synchronization which must be completed in SAP ERP before a system conversion to S/4HANA. The CVI synchronization process involves preparation activities in ERP like configuring CVI, data cleansing, and number assignment. It also describes using the CVI Cockpit tool to synchronize existing customers and vendors to business partners prior to loading the data into S/4HANA. The synchronization ensures customer, vendor and business partner objects are properly linked between the ERP and S/4HANA systems after conversion.
At SQA Solution the objectives of SAP System Testing are to verify that the installed system, which includes the SAP software, custom code and manual procedures, perform per business requirements:
Executes as specified and without error.
Validates with the users and management that the delivered system performs in accordance with the stated system requirements.
Ensures that the system works with other existing systems, including but not limited to interfaces, conversions, and reports.
How to use abap cds for data provisioning in bwLuc Vanrobays
This document provides guidance on using ABAP CDS (Core Data Services) views to provision data from SAP S/4HANA systems into SAP BW/4HANA. It describes two scenarios: [1] directly accessing CDS views from BW for real-time data, and [2] using CDS views to extract delta changes from S/4HANA to populate BW incrementally. The document also discusses replacing existing BW extractors with CDS views when migrating to S/4HANA.
This document provides an overview of the RF Framework in SAP for displaying application data on mobile devices like barcode scanners. It discusses the objectives of decoupling business logic from presentation and enabling personalized screens. The architecture is described as having a presentation management interface that communicates with the content provider to fetch and display data. Logical transactions define processes as step-flows that can include screens, validations, and function codes. Menus, screens, and validations are customized through profiles to support different devices, warehouses, and users.
ICH E6 good clinical practice guidelinesrautrahul8080
1. Good clinical practice (GCP) provides a standard to ensure clinical trials are scientifically valid and protect subject rights. GCP guidelines cover trial conduct, monitoring, records, and reporting.
2. Ethics committees review protocols to ensure trials are ethical and risks are outweighed by benefits. Investigators must be qualified and obtain informed consent. Sponsors design and fund trials and ensure product quality.
3. Clinical trial protocols describe trial objectives, methodology, and organization. Investigator brochures provide information on investigational products. Essential documents for GCP compliance include the protocol, consent forms, product information, records, and reports.
This document provides an overview of conducting a Process Failure Modes and Effects Analysis (P-FMEA). A P-FMEA helps improve processes, reduce failures, monitor production issues, improve quality checks, and teaches systematic analysis. The key steps include: 1) Listing all process steps and potential failures, 2) Estimating the likelihood of failures, 3) Recording prevention and detection actions, 4) Calculating a Risk Priority Number, and 5) Proposing improvements for high priority risks. An example of analyzing a solar concentrator subsystem in a solar power system is provided. The assumptions, inputs/outputs, and 6-step approach to conducting a P-FMEA are outlined.
Implementation of condition based maintenance in manufacturing industryAbhilash sharan
The document discusses the process of implementing condition-based maintenance (CBM) in companies. It describes the main elements of the implementation process as selecting components to monitor, choosing monitoring techniques/technologies, installing the technologies, and analyzing results. The implementation process is divided into four phases - feasibility study, technique selection, technology selection, and data analysis/evaluation. Key steps involve considering organizational, economic, and technical feasibility, selecting appropriate monitoring techniques, installing sensors, analyzing sensor data, evaluating results, and improving the process. The document provides an example of implementing CBM on gas circulation fans to monitor for motor bearing failures using vibration and shock pulse monitoring.
The document provides an overview of root cause analysis (RCA) used to identify and address problems. It discusses why RCA is performed, the typical steps which include identifying the problem, collecting data, identifying causal factors and the root cause, and recommending solutions. Several tools used in RCA are also outlined, such as fishbone diagrams, 5 whys, fault tree analysis, and failure mode and effects analysis (FMEA). The document provides examples of how these tools can be applied to identify root causes and prevent future issues.
The document describes a regulatory software system that:
1. Manages regulatory activities and tracks progress for product registrations across countries.
2. Produces regulatory summaries and creates tasks for registration and lifecycle management activities.
3. Generates alerts when tasks are late and tracks agency correspondence.
Sap implementation project, rollout project, supporting project, upgrading pr...Abdulrahman Abdulrahim
This document discusses different types of SAP projects including implementation projects, rollout projects, supporting projects, and upgrading projects. It focuses on implementation projects providing additional details about what they entail and how they are executed.
Visit : www.acriindia.com
ACRI is a leading pharmacovigilance training Institute in Bangalore.
ACRI creates a value add for every degree. Our PG course is diploma in clinical research and PG diploma in pharmavigilance are approved by the Mysore University. Graduates and Post Graduates and even PhDs have trained with us and got enviable positions in the Clinical Research Industry. ACRI supplements University training with Industry based training, coupled with hands-on internships and projects based on real case studies. The ACRI brand gives the individual the confidence and expertise to join the ever-growing workforce both in the country and abroad.
The document discusses loss analysis and total productive maintenance to improve machine utilization. It provides details on calculating overall equipment effectiveness (OEE) including availability, performance, and quality. Examples are given to measure OEE and analyze sources of loss by categorizing stoppage times and defects. The goal is to use key performance indicators and loss analysis to identify improvement areas and drive process enhancements.
NamPower is the national power utility of Namibia whose core business is electricity generation, transmission, and trading. It is central to Namibia's socio-economic development. Its main objectives are ensuring availability, affordability, and accessibility of electricity. A recent project implemented SAP Fiori at NamPower to improve processes like approving purchase requisitions, travel expenses, and timesheets. The project was completed in under 2 weeks and provided benefits like low costs, fast implementation, and pre-packaged apps. Key stakeholders praised SAP Fiori for improving productivity by allowing approvals from any device.
The document provides an overview of failure mode and effects analysis (FMEA). It discusses the history and evolution of FMEA from its origins in the aerospace industry in the 1960s to the current AIAG VDA FMEA Handbook published in 2019. The document outlines the seven step approach of the new handbook, including planning, structure analysis, function analysis, optimization, risk analysis, failure analysis, and documentation of results. It also summarizes some of the major changes between the previous AIAG 4th edition and new handbook, such as replacing RPN with action priority and revising the rating tables.
The document discusses Advanced Product Quality Planning (APQP), a structured method for defining the steps needed to ensure a product will meet customer requirements. It covers the five phases of APQP: plan and define program, product design and development, process design and development, product and process validation, and feedback assessment. The document provides details on each phase, including inputs, outputs, and goals. It emphasizes that effective quality planning requires communication between cross-functional teams to ensure all necessary steps are completed on time.
The document provides an overview of the Production Part Approval Process (PPAP), including:
- PPAP is a standardized process used to approve new or changed parts and ensure they meet requirements before production.
- It originated in the automotive industry but has spread to many industries. An approved PPAP package is required for new parts or when changes are made.
- A PPAP package contains extensive documentation like design records, process flow diagrams, inspection results and more to fully validate the part and manufacturing process. The goal is to reduce risks for customers and ensure conforming parts are delivered.
The document discusses brainstorming techniques for populating a cause and effect diagram to identify all possible causes of an issue. It provides examples of categories to organize causes, such as materials, measurement, people, and environment. Questions are suggested for each category to help identify root causes. Causes identified in the diagram should then be classified as controllable, procedural, or noise to determine which causes can be addressed.
The document discusses Process Failure Mode and Effect Analysis (PFMEA). It explains that every product or process can have failure modes, even established ones, and that effective FMEAs require a team effort and should be done early in the design process. It also outlines the basic steps for a process FMEA, which involves identifying potential failures, effects, risks, and taking actions to reduce high-risk failures. The objective is to uncover process problems and reduce the risk of failures affecting products, efficiency or safety.
Nitin Gupta has over 15 years of experience in materials management and logistics. He has extensive experience implementing SAP MM modules for various companies. Currently he works as the Manager of F&A and SAP CC for VISA Steel Limited, where he leads SAP MM implementations and provides support. He has implemented SAP MM for VISA Group companies and specialized in areas like master data management, inventory management and procurement.
The document provides guidance on reference safety information (RSI) for assessing the expectedness of serious adverse reactions (SARs) that occur in clinical trials. It discusses the purpose, location, format, and content of the RSI. Key points include:
- The RSI is used to determine whether SARs are expected or unexpected for expedited reporting purposes. It should list expected SARs by system organ class and preferred term.
- The RSI can be located in the investigator's brochure or can reference the safety information in the summary of product characteristics for products with an EU marketing authorization.
- Changes to the RSI require a substantial amendment submission but minor formatting changes may not. The R
The document provides an overview of key definitions and concepts related to Failure Mode and Effects Analysis (FMEA). It defines FMEA as a method to identify potential failure modes, assess associated risks, and identify corrective actions. The document outlines the primary types of FMEAs - System, Design, and Process - and defines the key elements of each, including item, function, failure mode, effect, severity, cause, occurrence, controls, detection, and risk priority number. It emphasizes that effective FMEA implementation requires understanding these definitions, preparation, applying lessons learned, excellent facilitation, and an effective company-wide process.
This document contains materials for evaluating the job performance of an assistant manager, including:
1) A 4-page performance evaluation form with ratings for various job criteria like administration, communication, decision-making, and customer service.
2) Suggestions for positive and negative phrases to use in evaluating an assistant manager's attitude, creativity, and decision-making skills.
3) Links to additional online resources for performance appraisals, including sample forms, phrases, and tips for writing self-appraisals.
The document provides a comprehensive set of tools and guidelines for conducting a thorough job performance review of an assistant manager.
How to use abap cds for data provisioning in bwLuc Vanrobays
This document provides guidance on using ABAP CDS (Core Data Services) views to provision data from SAP S/4HANA systems into SAP BW/4HANA. It describes two scenarios: [1] directly accessing CDS views from BW for real-time data, and [2] using CDS views to extract delta changes from S/4HANA to populate BW incrementally. The document also discusses replacing existing BW extractors with CDS views when migrating to S/4HANA.
This document provides an overview of the RF Framework in SAP for displaying application data on mobile devices like barcode scanners. It discusses the objectives of decoupling business logic from presentation and enabling personalized screens. The architecture is described as having a presentation management interface that communicates with the content provider to fetch and display data. Logical transactions define processes as step-flows that can include screens, validations, and function codes. Menus, screens, and validations are customized through profiles to support different devices, warehouses, and users.
ICH E6 good clinical practice guidelinesrautrahul8080
1. Good clinical practice (GCP) provides a standard to ensure clinical trials are scientifically valid and protect subject rights. GCP guidelines cover trial conduct, monitoring, records, and reporting.
2. Ethics committees review protocols to ensure trials are ethical and risks are outweighed by benefits. Investigators must be qualified and obtain informed consent. Sponsors design and fund trials and ensure product quality.
3. Clinical trial protocols describe trial objectives, methodology, and organization. Investigator brochures provide information on investigational products. Essential documents for GCP compliance include the protocol, consent forms, product information, records, and reports.
This document provides an overview of conducting a Process Failure Modes and Effects Analysis (P-FMEA). A P-FMEA helps improve processes, reduce failures, monitor production issues, improve quality checks, and teaches systematic analysis. The key steps include: 1) Listing all process steps and potential failures, 2) Estimating the likelihood of failures, 3) Recording prevention and detection actions, 4) Calculating a Risk Priority Number, and 5) Proposing improvements for high priority risks. An example of analyzing a solar concentrator subsystem in a solar power system is provided. The assumptions, inputs/outputs, and 6-step approach to conducting a P-FMEA are outlined.
Implementation of condition based maintenance in manufacturing industryAbhilash sharan
The document discusses the process of implementing condition-based maintenance (CBM) in companies. It describes the main elements of the implementation process as selecting components to monitor, choosing monitoring techniques/technologies, installing the technologies, and analyzing results. The implementation process is divided into four phases - feasibility study, technique selection, technology selection, and data analysis/evaluation. Key steps involve considering organizational, economic, and technical feasibility, selecting appropriate monitoring techniques, installing sensors, analyzing sensor data, evaluating results, and improving the process. The document provides an example of implementing CBM on gas circulation fans to monitor for motor bearing failures using vibration and shock pulse monitoring.
The document provides an overview of root cause analysis (RCA) used to identify and address problems. It discusses why RCA is performed, the typical steps which include identifying the problem, collecting data, identifying causal factors and the root cause, and recommending solutions. Several tools used in RCA are also outlined, such as fishbone diagrams, 5 whys, fault tree analysis, and failure mode and effects analysis (FMEA). The document provides examples of how these tools can be applied to identify root causes and prevent future issues.
The document describes a regulatory software system that:
1. Manages regulatory activities and tracks progress for product registrations across countries.
2. Produces regulatory summaries and creates tasks for registration and lifecycle management activities.
3. Generates alerts when tasks are late and tracks agency correspondence.
Sap implementation project, rollout project, supporting project, upgrading pr...Abdulrahman Abdulrahim
This document discusses different types of SAP projects including implementation projects, rollout projects, supporting projects, and upgrading projects. It focuses on implementation projects providing additional details about what they entail and how they are executed.
Visit : www.acriindia.com
ACRI is a leading pharmacovigilance training Institute in Bangalore.
ACRI creates a value add for every degree. Our PG course is diploma in clinical research and PG diploma in pharmavigilance are approved by the Mysore University. Graduates and Post Graduates and even PhDs have trained with us and got enviable positions in the Clinical Research Industry. ACRI supplements University training with Industry based training, coupled with hands-on internships and projects based on real case studies. The ACRI brand gives the individual the confidence and expertise to join the ever-growing workforce both in the country and abroad.
The document discusses loss analysis and total productive maintenance to improve machine utilization. It provides details on calculating overall equipment effectiveness (OEE) including availability, performance, and quality. Examples are given to measure OEE and analyze sources of loss by categorizing stoppage times and defects. The goal is to use key performance indicators and loss analysis to identify improvement areas and drive process enhancements.
NamPower is the national power utility of Namibia whose core business is electricity generation, transmission, and trading. It is central to Namibia's socio-economic development. Its main objectives are ensuring availability, affordability, and accessibility of electricity. A recent project implemented SAP Fiori at NamPower to improve processes like approving purchase requisitions, travel expenses, and timesheets. The project was completed in under 2 weeks and provided benefits like low costs, fast implementation, and pre-packaged apps. Key stakeholders praised SAP Fiori for improving productivity by allowing approvals from any device.
The document provides an overview of failure mode and effects analysis (FMEA). It discusses the history and evolution of FMEA from its origins in the aerospace industry in the 1960s to the current AIAG VDA FMEA Handbook published in 2019. The document outlines the seven step approach of the new handbook, including planning, structure analysis, function analysis, optimization, risk analysis, failure analysis, and documentation of results. It also summarizes some of the major changes between the previous AIAG 4th edition and new handbook, such as replacing RPN with action priority and revising the rating tables.
The document discusses Advanced Product Quality Planning (APQP), a structured method for defining the steps needed to ensure a product will meet customer requirements. It covers the five phases of APQP: plan and define program, product design and development, process design and development, product and process validation, and feedback assessment. The document provides details on each phase, including inputs, outputs, and goals. It emphasizes that effective quality planning requires communication between cross-functional teams to ensure all necessary steps are completed on time.
The document provides an overview of the Production Part Approval Process (PPAP), including:
- PPAP is a standardized process used to approve new or changed parts and ensure they meet requirements before production.
- It originated in the automotive industry but has spread to many industries. An approved PPAP package is required for new parts or when changes are made.
- A PPAP package contains extensive documentation like design records, process flow diagrams, inspection results and more to fully validate the part and manufacturing process. The goal is to reduce risks for customers and ensure conforming parts are delivered.
The document discusses brainstorming techniques for populating a cause and effect diagram to identify all possible causes of an issue. It provides examples of categories to organize causes, such as materials, measurement, people, and environment. Questions are suggested for each category to help identify root causes. Causes identified in the diagram should then be classified as controllable, procedural, or noise to determine which causes can be addressed.
The document discusses Process Failure Mode and Effect Analysis (PFMEA). It explains that every product or process can have failure modes, even established ones, and that effective FMEAs require a team effort and should be done early in the design process. It also outlines the basic steps for a process FMEA, which involves identifying potential failures, effects, risks, and taking actions to reduce high-risk failures. The objective is to uncover process problems and reduce the risk of failures affecting products, efficiency or safety.
Nitin Gupta has over 15 years of experience in materials management and logistics. He has extensive experience implementing SAP MM modules for various companies. Currently he works as the Manager of F&A and SAP CC for VISA Steel Limited, where he leads SAP MM implementations and provides support. He has implemented SAP MM for VISA Group companies and specialized in areas like master data management, inventory management and procurement.
The document provides guidance on reference safety information (RSI) for assessing the expectedness of serious adverse reactions (SARs) that occur in clinical trials. It discusses the purpose, location, format, and content of the RSI. Key points include:
- The RSI is used to determine whether SARs are expected or unexpected for expedited reporting purposes. It should list expected SARs by system organ class and preferred term.
- The RSI can be located in the investigator's brochure or can reference the safety information in the summary of product characteristics for products with an EU marketing authorization.
- Changes to the RSI require a substantial amendment submission but minor formatting changes may not. The R
The document provides an overview of key definitions and concepts related to Failure Mode and Effects Analysis (FMEA). It defines FMEA as a method to identify potential failure modes, assess associated risks, and identify corrective actions. The document outlines the primary types of FMEAs - System, Design, and Process - and defines the key elements of each, including item, function, failure mode, effect, severity, cause, occurrence, controls, detection, and risk priority number. It emphasizes that effective FMEA implementation requires understanding these definitions, preparation, applying lessons learned, excellent facilitation, and an effective company-wide process.
This document contains materials for evaluating the job performance of an assistant manager, including:
1) A 4-page performance evaluation form with ratings for various job criteria like administration, communication, decision-making, and customer service.
2) Suggestions for positive and negative phrases to use in evaluating an assistant manager's attitude, creativity, and decision-making skills.
3) Links to additional online resources for performance appraisals, including sample forms, phrases, and tips for writing self-appraisals.
The document provides a comprehensive set of tools and guidelines for conducting a thorough job performance review of an assistant manager.
This document provides information and resources for evaluating the performance of a lean manager, including:
1. Sample job performance evaluation forms for a lean manager with ratings scales and categories like administration, knowledge, communication, and customer service.
2. Examples of positive and negative phrases that can be used in a lean manager's performance review for areas such as attitude, creativity, decision-making, and problem-solving.
3. An overview of the top 12 methods for evaluating a lean manager's performance, such as management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback.
This document provides information and resources for evaluating the performance of a co-manager, including:
1. Sample evaluation forms with rating scales for evaluating performance factors like administration, communication, decision-making, and customer service.
2. Phrases for writing positive and negative performance reviews addressing traits like attitude, creativity, problem-solving, and teamwork.
3. An overview of 12 common performance appraisal methods for co-managers, such as management by objectives, critical incident reporting, behaviorally anchored rating scales, and 360-degree/multi-rater feedback.
The document provides information on performance evaluation methods for a PR director, including definitions, features, and advantages/disadvantages. It outlines 12 common methods: management by objectives, critical incident, behaviorally anchored rating scales, behavioral observation scales, 360 degree appraisal, and checklist/weighted checklist. These methods evaluate employees on goals, critical behaviors, specific performance indicators, frequency of behaviors, feedback from others, and traits/objectives. The document serves as a useful reference for selecting and implementing performance evaluation approaches for a PR director.
This document provides information and resources for performance evaluations of an HR secretary, including:
1. Sample performance evaluation forms for rating an HR secretary's performance, with factors like administration, communication, decision-making, and customer service.
2. Phrases to use in performance reviews covering areas such as attitude, creativity, decision-making, interpersonal skills, and problem-solving.
3. An overview of the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback.
This document provides information and resources for evaluating the performance of a cash manager, including:
1. A 4-page job performance evaluation form for rating a cash manager's performance, with factors like administration, knowledge, communication, and customer service rated on a scale.
2. Examples of positive and negative phrases for evaluating a cash manager's attitude, creativity, decision-making, interpersonal skills, and other qualities.
3. An overview of the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback.
Similar to Qhse manager perfomance appraisal 2 (20)
This document contains information related to performance evaluations for a senior product manager position, including:
1. Sample performance evaluation forms spanning 3 pages with rating criteria and sections to evaluate an employee's performance, strengths, areas for improvement, and signatures.
2. A list of 6 performance appraisal methods that can be used to evaluate a senior product manager, including Management by Objectives, Critical Incident Method, and Behaviorally Anchored Rating Scales.
3. Descriptions and examples of the top 12 methods that can be used for a senior product manager's performance appraisal, such as Management by Objectives, Critical Incident Method, Behaviorally Anchored Rating Scales, and 360 Degree Feedback.
School office manager perfomance appraisal 2tonychoper1404
This document contains a job performance evaluation form for a school office manager. It includes sections for identifying the employee and evaluation period, rating the employee's performance on various factors using scales of outstanding to unsatisfactory, commenting on strengths and areas for improvement, setting a performance improvement plan, and obtaining signatures. It also provides examples of performance review phrases that could be used in evaluating factors such as attitude, creativity, decision-making, and more. The form and phrases are intended to provide a structured way to appraise and document the job performance of a school office manager.
This document contains information about performance evaluation forms and methods for evaluating the performance of a regulatory affairs manager. It includes sample performance evaluation forms with rating criteria and categories like administration, communication, decision making, etc. It also lists the top 12 methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, behavioral observation scales, and 360 degree feedback. The goal is to provide managers with tools and guidance to properly evaluate regulatory affairs managers and provide feedback to help them improve performance.
Political campaign manager perfomance appraisal 2tonychoper1404
This document provides information and resources for evaluating the performance of a political campaign manager, including:
1. Sample performance evaluation forms for a political campaign manager with rating scales and categories like administration, communication, decision-making, etc.
2. Examples of positive and negative phrases to use in a performance review for areas like attitude, creativity, problem-solving, teamwork, etc.
3. An overview of the top 12 methods for performance evaluation, including management by objectives, critical incident method, behaviorally anchored rating scales, and 360-degree feedback.
This document provides information and resources for evaluating the job performance of a McDonald's shift manager. It includes a sample performance evaluation form with rating scales for evaluating an employee on various performance factors like administration, communication, teamwork, decision making, and more. It also lists additional performance appraisal materials and resources like common performance review phrases, top performance appraisal methods, and examples of how to evaluate skills like problem solving, creativity, and interpersonal skills. The evaluation form and supplemental materials are intended to help managers formally assess a shift manager's performance.
The document provides materials for evaluating the job performance of a laboratory manager, including:
1) A 4-page performance evaluation form for rating a laboratory manager's performance, with factors like administration, communication, decision-making, and safety.
2) Links to online resources on performance appraisal phrases, forms, and tips.
3) A section with example phrases for evaluating a laboratory manager's attitude, creativity, and decision-making skills.
This document provides information and resources for evaluating the performance of a hedge fund manager. It includes a sample performance evaluation form spanning 4 pages that can be used to rate a hedge fund manager on various performance factors and behaviors. It also lists the top 12 methods for conducting performance appraisals, such as management by objectives, critical incident method, and 360-degree feedback. Additional phrases are given to help write positive or negative comments for areas like attitude, decision-making, problem-solving, and teamwork. Overall, the document aims to equip managers with tools and guidance for effectively evaluating the job performance of hedge fund managers.
Digital media manager perfomance appraisal 2tonychoper1404
This document contains information about performance evaluation forms and methods for evaluating a digital media manager. It includes a sample performance evaluation form with sections for reviewing job performance factors, employee strengths and accomplishments, performance areas needing improvement, and signatures. It also provides examples of performance review phrases for evaluating different skills and examples of top performance appraisal methods, including management by objectives, critical incident method, behaviorally anchored rating scales, behavioral observation scales, and 360 degree feedback. The document aims to provide HR professionals with resources and templates for effectively evaluating a digital media manager's performance.
This document contains materials for evaluating the job performance of a corporate communications manager, including:
1) A multi-page performance evaluation form with sections to assess performance factors, strengths/accomplishments, areas for improvement, and signatures. Performance is rated on a scale of outstanding to unsatisfactory.
2) Links to online resources for performance appraisal phrases, forms, and tips for writing self-appraisals and setting up performance management systems.
3) Sample performance review phrases for assessing a corporate communications manager's attitude, creativity/innovation, and decision-making skills.
This document provides information on performance evaluation methods for continuous improvement managers. It discusses 12 different methods: management by objectives, critical incident method, behaviorally anchored rating scales, behavioral observation scales, 360 degree appraisal, and checklist and weighted checklist method. For each method, it provides a definition and overview, as well as advantages and disadvantages. The goal is to help evaluate a continuous improvement manager's performance and identify areas for improvement.
This document contains information about performance evaluation forms and methods for commercial property managers. It includes a sample job performance evaluation form with sections for reviewing performance factors, employee strengths and accomplishments, performance areas needing improvement, and signatures. It also provides examples of performance review phrases for various factors like attitude, decision-making, and problem-solving skills. Finally, it lists and describes the top 12 methods for performance appraisal, including management by objectives, critical incident method, behaviorally anchored rating scales, and 360-degree feedback. The document aims to provide useful resources and templates for evaluating commercial property manager performance.
This document contains information about performance evaluation forms and methods for evaluating the performance of a channel marketing manager. It includes a sample job performance evaluation form with sections for reviewing performance factors, employee strengths and accomplishments, performance areas needing improvement, and signatures. It also provides examples of performance review phrases for different evaluation criteria and describes the top 12 methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360 degree feedback. The document aims to provide useful resources and templates for conducting a formal performance review of a channel marketing manager.
This document contains materials for evaluating the performance of a BIM manager, including:
1) A 4-page performance evaluation form covering factors like administration, communication, decision-making, and strengths/areas for improvement. Ratings include outstanding to unsatisfactory.
2) A section with example phrases for evaluating attitudes, creativity/innovation, and decision-making abilities.
3) Links to additional online resources on performance appraisals, including forms, methods, and tips.
The document provides a comprehensive template and guidance for conducting a job performance review for a BIM manager position.
This document contains a job performance evaluation form for a bakery manager. It consists of 4 pages that provide guidance on conducting a performance review for the bakery manager. The form includes sections to rate the manager on various performance factors like administration, communication, decision making, and interpersonal skills. It also includes sections for noting employee strengths, areas for improvement, and signatures. The final pages provide additional context and examples of performance phrases to use in the evaluation.
3. Job Performance Evaluation Form Page 3
I. Qhse manager performance form
Name:
Evaluation Period:
Title: Date:
PERFORMANCE PLANNING AND RESULTS
Performance Review
Use a current job description (job descriptions are available on the HR web page).
Rate the person's level of performance, using the definitions below.
Review with employee each performance factor used to evaluate his/her work performance.
Give an overall rating in the space provided, using the definitions below as a guide.
Performance Rating Definitions
The following ratings must be used to ensure commonality of language and consistency on
overall ratings: (There should be supporting comments to justify ratings of “Outstanding” “Below Expectations,
and “Unsatisfactory”)
Outstanding Performance is consistently superior
Exceeds Expectations Performance is routinely above job requirements
Meets Expectations Performance is regularly competent and dependable
Below Expectations Performance fails to meet job requirements on a frequent basis
Unsatisfactory Performance is consistently unacceptable
A. PERFORMANCE FACTORS(use job description as basis of this evaluation).
Administration - Measures effectiveness in planning,
organizing and efficiently handling activities and eliminating
unnecessary activities
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
4. Job Performance Evaluation Form Page 4
Unsatisfactory
NA
Knowledge of Work - Consider employee's skill level,
knowledge and understanding of all phases of the job and
those requiring improved skills and/or experience.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Communication - Measures effectiveness in listening to
others, expressing ideas, both orally and in writing and
providing relevant and timely information to management,
co-workers, subordinates and customers.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Teamwork - Measures how well this individual gets along
with fellow employees, respects the rights of other
employees and shows a cooperative spirit.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Decision Making/Problem Solving - Measures
effectiveness in understanding problems and making timely,
practical decisions.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Expense Management - Measures effectiveness in
establishing appropriate reporting and control procedures;
operating efficiently at lowest cost; staying within
established budgets.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Human Resource Management - Measures effectiveness in
selecting qualified people; evaluating subordinates'
performance; strengths and development needs; providing
constructive feedback, and taking appropriate and timely
action with marginal or unsatisfactory performers. Also
considers efforts to further the university goal of equal
employment opportunity.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Independent Action - Measures effectiveness in time
management; initiative and independent action within
prescribed limits.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Job Knowledge - Measures effectiveness in keeping
knowledgeable of methods, techniques and skills required
in own job and related functions; remaining current on new
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
5. Job Performance Evaluation Form Page 5
developments affecting SPSU and its work activities. Unsatisfactory
NA
Leadership - Measures effectiveness in accomplishing
work assignments through subordinates; establishing
challenging goals; delegating and coordinating effectively;
promoting innovation and team effort.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Managing Change and Improvement - Measures
effectiveness in initiating changes, adapting to necessary
changes from old methods when they are no longer
practical, identifying new methods and generating
improvement in facility's performance.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Customer Responsiveness - Measures responsiveness and
courtesy in dealing with internal staff, external customers
and vendors; employee projects a courteous manner.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Personal Appearance - Measures neatness and personal
hygiene appropriate to position.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Dependability - Measures how well employee complies
with instructions and performs under unusual
circumstances; consider record of attendance and
punctuality.
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
Safety - Measures individual's work habits and attitudes as
they apply to working safely. Consider their contribution to
accident prevention, safety awareness, ability to care for
SPSU property and keep workspace safe and tidy.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Employee's Responsiveness - Measures responsiveness in
completing job tasks in a timely manner.
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
B. EMPLOYEE STRENGTHS AND ACCOMPLISHMENTS:Include those which are relevant
during this evaluation period. This should be related to performance or behavioral
aspects you appreciated in their performance.
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C. PERFORMANCE AREAS WHICH NEED IMPROVEMENT:
D. PLAN OF ACTION TOWARD IMPROVED PERFORMANCE:
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E. EMPLOYEE COMMENTS:
F. JOB DESCRIPTION REVIEW SECTION: (Please check the appropriate box.)
Employee job description has been reviewed during this evaluation and no changes
have been made to the job description at this time.
Employee job description has been reviewed during this evaluation and modifications
have been proposed to the job description. The modified job description is attached to
this evaluation.
G. SIGNATURES:
Employee Date
(Signature does not necessarily denote agreement with official review and means only that theemployee was
given theopportunity to discuss theofficial review with thesupervisor.)
Evaluated by Date
Reviewed by Date
8. Job Performance Evaluation Form Page 8
II. Qhse manager performance phrases
1.Attitude Performance Review Examples – qhse manager
Positive review
Holly has one of those attitudes that is always positive. She frequently has a smile on her
face and you can tell she enjoys her job.
Greg is a cheerful guy who always makes you feel delighted when you’re around him.
We are fortunate to have Greg on our team.
Thom has an even demeanor through good times and bad. His constant cheer helps others
keep their “enthusiasm” – both positive and negative – in check.
Negative review
Jim frequently gives off “an air” of superiority to his coworkers. He is not approachable
and is rough to work with.
Bill has a dreadful outlook at times which has a tendency to bring down the entire team.
For the most part, Lenny is a personable guy, but when he gets upset, his attitude turns
shocking. Lenny needs to balance his personality out and not react so much to negative
events.
2.Creativity and Innovation Performance Review Phrases for qhse manager
Positive review
Sally has a creative touch in a sometimes monotonous role within our team – the way she
adds inspiration to the day to day tasks she performs is admirable.
When a major problem arises, we frequently turn to Jon for his creativity in solving
problems. The way he can look at an issue from different sides is a great resource to our
team.
Whenever we need a fresh look at a problem, we know we can turn to Julia for a novel
perspective.
9. Job Performance Evaluation Form Page 9
Negative review
Paul’s team feels discouraged as he often “shoots down” creative ideas without any
explanation. Paul should be more willing to listen to ideas before he rejects them outright.
Jean does not tap into the creative side of her team and consistently overlooks the
innovate employees reporting to her.
Kevin has a difficult time thinking “outside of the box” and creating new and untested
solutions.
3.Performance review phrases for decision making – qhse manager
Positive performance review phrases for decision making
A person with good decision-making skills should be a person:
• Be able to make sound fact-based judgments;
• Be able to work out multiple alternative solutions and determined the most suitable one;
• Be objective in considering a fact or situation;
• Be firm to not let the individual emotion and feeling affect on the made decision;
Negative performance review phrases for decision making
• Be hesitant in making decision and too much cautious in making the final decision which often
results in wrong decision;
• Apply complex and impractical approaches in solving problems;
• Fail to make a short-list of solutions recommended by direct units;
• Be paralyzed and confused when facing tight deadlines to make decisions;
4.Interpersonal Skills Performance ReviewPhrases – qhse manager
Positive review
Ben has a natural rapport with people and does very well at communicating with others.
Sally has a knack for making people feel important when she speaks with them. This
translates into great opportunities for teamwork and connections to form.
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Jack makes people feel at home with him. His natural ability to work with people is a
great asset to our team.
Negative review
Tim does not understand how crucial good working relationships with fellow team
members are.
John has an excellent impression among the management team, yet his fellow team
members cannot stand working with him.
Paula seems to shrink when she’s around others and does not cultivate good relations
with her co-workers.
5.Problem Solving Skills Employee Evaluation Examples – qhse manager
Positive review
Greg’s investigative skills has provided a key resource for a team focused on solving
glitches. His ability to quickly assess a problem and identify potential solutions is key to
his excellent performance.
Frank examines a problem and quickly identifies potential solutions – and then makes a
recommendation as to what solution to pursue.
Rachel understands the testing process and how to discover a solution to a particular
problem.
Negative review
Joan is poor at communicating problem status before it becomes a crisis.
Bill can offer up potential solutions to a problem, but struggles to identify the best
solution.
Unraveling a problem to discuss the core issues is a skill Janet lacks.
Peter resists further training in problem solving, believing he is proficient, yet lacking in
many areas.
In his technical role, we turn to James often to solve problems. He seems slow and
indecisive when presented with a major issue.
11. Job Performance Evaluation Form Page 11
6.Teamwork Skills Performance Appraisal Phrases – qhse manager
Positive review
Harry manages his relationships with his coworkers, managers, and employees in a
professional manner.
Tom contributes to the success of the team on a regular basis.
Ben isn’t concerned about who gets the credit, just that the task gets accomplished.
Mary is a team player and understands how to help others in times of need.
Peter is the consummate team player.
Negative review
Bill does not assist his teammates as required.
Ryan holds on to too much and does not delegate to his team effectively.
Bryan focuses on getting his own work accomplished, but does not take the time to help
those members of his team who are struggling to keep up.
Peter was very good at teamwork when he was just a member of the team, now that he is
in a supervisory role, Peter has lost much of those teamwork skills.
Lyle works with the team well when his own projects are coming due and he needs help,
but once those are accomplished, he does not frequently help others on their projects.
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III.Top 12 methods for qhse manager performance appraisal:
1.Management by Objectives (MBO) Method
This is one of the best methods for the judgment of an employee's performance, where the
managers and employees set a particular objective for employees and evaluate their performance
periodically. After the goal is achieved, the employees are also rewarded according to the results.
This performance appraisal method of management by objectives depends on accomplishing the
goal rather than how it is accomplished.
-----------------------------
MBO Features
MBO emphasizes participatively set goals that are tangible, verifiable and measurable.
MBO focuses attention on what must be accomplished (goals) rather than how it is to be
accomplished (methods).
MBO, by concentrating on key result areas translates the abstract philosophy of management
into concrete phraseology. The technique can be put to general use (non-specialist technique).
Further it is “a dynamic system which seeks to integrate the company's need to clarify and
achieve its profit and growth targets with the manager's need to contribute and develop
himself”.
MBO is a systematic and rational technique that allows management to attain maximum
results from available resources by focusing on achievable goals. It allows the subordinate
plenty of room to make creative decisions on his own.
-----------------------------
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2.Critical Incident Method
In this method, the manager writes down the positive and negative behavioral performance of the
employees. This is done throughout the performance period and the final report is submitted as
the assessment of the employees. This method helps employees in managing their performance
and improves the quality of their work.
-----------------------------
Disadvantages of critical Incident
This method suffers however from the following limitations:
• Critical incidents technique of evaluation is applied to evaluate the performance of superiors
rather than of peers of subordinates.
• Negative incidents may be more noticeable than positive incidents.
• It results in very close supervision which may not be liked by the employee.
• The recording of incidents may be a chore for the manager concerned, who may be too busy or
forget to do it.
• The supervisors have a tendency to unload a series of complaints about incidents during an
annual performance review session.
-----------------------------
3.Behaviorally Anchored Rating Scales (BARS)
The BARS method is used to describe a rating of the employee's performance which focuses on
the specific behavior as indicators of effective and ineffective performance. This method is
usually a combination of two other methods namely, the rating scale and critical incident
technique of employee evaluation.
-----------------------------
Rating scales for BARs
Each behavior can rate at one of 7 scales as follows (you can set scales depend on your
requirements)
• Extremely poor (1 points)
• Poor (2 points)
• Below average (3 points)
• Average (4 points)
• Above average (5 points)
• Good (6 points)
• Extremely good (7 points)
-----------------------------
4.Behavioral Observation Scales (BOS)
It is defined as the frequency rating of critical incidents which the employee has performed over
a specific duration in the organization. It was developed because methods like graphic rating
scales and behaviorally anchored rating scales (BARS) depend on vague judgments made by the
supervisors about employees.
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-----------------------------
5.360 Degree Performance Appraisal Method
The definition of this performance evaluation method is that, it is a system or process wherein
the employees receive some performance feedback examples, which are anonymous and
confidential from co-workers. This process is conducted by managers and subordinates who,
through 360 degrees, measure certain factors about the employees. These are behavior and
competence, skills such as listening, planning and goal-setting, teamwork, character, and
leadership effectiveness.
-----------------------------
Advantages of 360 degree appraisal
• Offer a more comprehensive view towards the performance of employees.
• Improve credibility of performance appraisal.
• Such colleague’s feedback will help strengthen self-development.
• Increases responsibilities of employees to their customers.
• The mix of ideas can give a more accurate assessment.
• Opinions gathered from lots of staff are sure to be more persuasive.
• Not only manager should make assessments on its staff performance but other colleagues
should do, too.
• People who undervalue themselves are often motivated by feedback from others.
• If more staff takes part in the process of performance appraisal, the organizational culture of the
company will become more honest.
-----------------------------
6.Checklist and Weighted Checklist Method
The checklist method comprises a list of set objectives and statements about the employee's
behavior. For example, leadership skills, on-time delivery, innovation, etc. If the appraiser
believes that the employee possesses the trait mentioned in the checklist, he puts a tick in front of
it. If he thinks the employee doesn't have a particular trait he will leave it blank and mentions
about it in the improvement column. Weighted checklist is a variation of the checklist method
where a value is allotted to each question. The value of each question can differ based on its
importance. The total score from the checklist is taken into consideration for evaluating the
employee's performance. It poses a strong threat of bias on the appraiser's end. Though this
method is highly time-consuming and complex, it is widely used for performance evaluation.
-----------------------------
Advantages and disadvantages of weighted checklist
• This method help the manager in evaluation of the performance of the employee.
• The rater may be biased in distinguishing the positive and negative questions. He may assign
biased weights to the questions.
• This method also is expensive and time consuming.
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• It becomes difficult for the manager to assemble, analyze and weigh a number of statements
about the employee’s characteristics, contributions and behaviors.
-----------------------------
7.Graphic Rating Scale Method
Graphic rating scale is one of the most frequently used performance evaluation methods. A
simple printed form enlists the traits of the employees required for completing the task
efficiently. They are then rated based on the degree to which an employee represents a particular
trait that affects the quantity and quality of work. A rating scale is adopted and implemented for
judging each trait of the employee. The merit of using this method is that it is easy to calculate
the rating. However, a major drawback of this method is that each characteristic is given equal
weight and the evaluation may be subjective.
-----------------------------
Advantages and Disadvantage of the rating scales
Advantages of the rating scales
• Graphic rating scales are less time consuming to develop.
• They also allow for quantitative comparison.
Disadvantages of the rating scales
• Different supervisors will use the same graphic scales in slightly different ways.
• One way to get around the ambiguity inherent in graphic rating scales is to use behavior based
scales, in which specific work related behaviors are assessed.
• More validity comparing workers ratings from a single supervisor than comparing two workers
who were rated by different supervisors.
-----------------------------
8.Comparative Evaluation Method
Two ways are used to make a comparative evaluation, namely, the simple ranking method and
the paired comparison method. In the simple or straight ranking method the employee is rated by
the evaluator on a scale of best to worst. However, the evaluator may be biased and may not
judge the overall performance effectively in the absence of fixed criteria. This kind of evaluation
may be more opinion-based than fact-based.
Under the paired comparison method, the overall performance of one individual is directly
compared with that of the other on the basis of a common criterion. This comparison is all
evasive and not job-specific. While some employees emerge as clear front runners, there are
others who seem to be lagging behind. This is not a popular evaluation system as employers do
not want to encourage discrimination. This is useful in companies which have a limited number
of promotions or funds.
-----------------------------
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Steps to conduct paired comparison analysis
• List the options you will compare (elements as A, B, C, D, E for example).
• Create a table 6 rows and 7 column.
• Write down option to column and row; A to row second, cell first from left and A to row first,
cell second from left; B to row third, cell first from left and B to row first, cell third from left etc;
column seventh is total point.
• Identify importance from 0 (no difference) to 3 (major difference).
• Compare element “A” to B, C, D, E and place “point” at each cell.
• Finally, consolidate the results by adding up the total of all the values for each of the options.
You may want to convert these values into a percentage of the total score.
-----------------------------
9.Forced Choice Method
In this method, the appraiser is asked to choose from two pairing statements which may appear
equally positive and negative. However, the statements dictate the performance of the employee.
An excellent example of this can be "works harder" and "works smarter". The appraiser selects a
statement without having knowledge of the favorable or the unfavorable one. This method works
in companies where the appraiser shows a tendency to under-evaluate or over-evaluate the
employees. Also, it is very costly to implement and does not serve the purpose of developing the
employees. It can also frustrate the appraiser as he does not know which is the right option.
-----------------------------
10.Forced Distribution Method
In this method, the appraiser rates employees according to a specific distribution. For example,
out of a set of 5 employees, 2 will get evaluated as high, 2 will get evaluated as average while 1
will be in the low category. This method has several benefits as it tries to eliminate the leniency
and central tendency of the appraiser. However, its biggest drawback is the fact that it
encourages discrimination among the employees. Another major problem with this method is
that it dictates that there will be forced distribution of grades even when all the employees are
doing a good job.
-----------------------------
Advantages and disadvantages of forced Ranking
Advantages:
• They force reluctant managers to make difficult decisions and identify the most and least
talented members of the work group.
• They create and sustain a high performance culture in which the workforce continuously
improves.
Disadvantages
• They increase unhealthy cut-throat competitiveness;
• They discourage collaboration and teamwork;
• They harm morale;
• They are legally suspect giving rise to age discrimination cases.
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-----------------------------
11.Essay Evaluation Method
In the essay method of evaluation the appraiser writes an elaborate statement about the employee
who is being evaluated. He mentions the employee's strengths and weaknesses. He also suggests
ways to improve his performance and appreciates the good qualities. This essay can be prepared
by the appraiser alone or together with the employee. As the criteria for evaluation is not defined,
it helps the appraiser to focus on the areas that actually need improvement. This open-ended
method accords flexibility and eliminates rigidity which is observed in criteria-driven
evaluations. However, it is a highly time-consuming and subjective method, and may not
necessarily work for the benefit of the organization.
-----------------------------
Essay evaluation is a non-quantitative technique
This method is advantageous in at least one sense, i.e., the essay provides a good deal of
information about the employee and also reveals more about the evaluator. The essay evaluation
method however, suffers from the following limitations:
It is highly subjective; the supervisor may write a biased essay. The employees who are
sycophants will be evaluated more favorably then other employees.
Some evaluators may be poor in writing essays on employee performance. Others may be
superficial in explanation and use flowery language which may not reflect the actual
performance of the employee. It is very difficult to find effective writers nowadays.
The appraiser is required to find time to prepare the essay. A busy appraiser may write the
essay hurriedly without properly assessing the actual performance of the worker. On the other
hand, appraiser takes a long time, this becomes uneconomical from the view point of the firm,
because the time of the evaluator (supervisor) is costly.
12.Performance Test and Observation Method
This method deals with testing the knowledge or skills of the employees. It can be implemented
in the form of a written test or can be based on the actual presentation of skills. The test must be
conceived by the human resources department and conducted by a reliable evaluator who has in-
depth knowledge about the field of the test. There can be bias if the performance is evaluated on
the presentation of skills. However, a written test can be a reliable yardstick to measure the
knowledge. Tests will also enable the management to check the potential of employees.
However, if the human resources department decides to outsource the compilation of the test, it
may incur additional cost for the organization.
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Fields/positions related to performance appraisal:
The above performance appraisal can be used for fields as:
construction, manufacturing, healthcare, non profit, advertising, agile, architecture, automotive,
agency, budget, building, business development, consulting, communication, clinical research,
design, software development, product development, interior design, web development,
engineering, education, events, electrical, exhibition, energy, ngo, finance, fashion, green card,
oil gas, hospital, it, marketing, media, mining, nhs, non technical, oil and gas, offshore,
pharmaceutical, real estate, retail, research, human resources, telecommunications, technology,
technical, senior, digital, software, web, clinical, hr, infrastructure, business, erp, creative, ict,
hvac, sales, quality management, uk, implementation, network, operations, architectural,
environmental, crm, website, interactive, security, supply chain, logistics, training, project
management, administrative management…
The above performance appraisal also can be used for job title levels:
entry level, junior, senior, assistant, associate, administrator, clerk, coordinator, consultant,
controller, director, engineer, executive, leader, manager, officer, specialist, supervisor, VP…