NOTE on Performance Appraisal:- Performance appraisal is a review and discussion of an employee's performance of assigned duties and responsibilities. The appraisal is based on results obtained by the employee in his/her job, not on the employee's personality characteristics.
Introduction Performance appraisal is a universal phenomenon in which the organization is making judgment about one is working with and about oneself. It serves as a basic element of effective work performance. Performance appraisal is essential for the effective management and evaluation of staff. It aims to improve the organizational performance as well as individual development. T he history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resources management. As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of the Second World War not more than 60 years ago. Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of things historical, it might well lay claim to being the world's second oldest profession! The human inclination to judge can create serious motivational, ethical and legal problems in the workplace. Without a structured appraisal system, there is little chance of ensuring that the judgments made will be lawful, fair, defensible and accurate. Performance Appraisal Page 1
Transcript
Introduction
Performance appraisal is a universal phenomenon in which the organization
is making judgment about one is working with and about oneself. It serves
as a basic element of effective work performance. Performance appraisal is
essential for the effective management and evaluation of staff. It aims to
improve the organizational performance as well as individual development.
The history of performance appraisal is quite brief. Its roots in the early
20th century can be traced to Taylor's pioneering Time and Motion studies.
But this is not very helpful, for the same may be said about almost
everything in the field of modern human resources management. As a
distinct and formal management procedure used in the evaluation of work
performance, appraisal really dates from the time of the Second World War
not more than 60 years ago.
Yet in a broader sense, the practice of appraisal is a very ancient art. In the
scale of things historical, it might well lay claim to being the world's second
oldest profession!
The human inclination to judge can create serious motivational, ethical and
legal problems in the workplace. Without a structured appraisal system,
there is little chance of ensuring that the judgments made will be lawful,
fair, defensible and accurate.
Performance appraisal systems began as simple methods of income
justification. That is, appraisal was used to decide whether or not the salary
or wage of an individual employee was justified.
The process was firmly linked to material outcomes. If an employee's
performance was found to be less than ideal, a cut in pay would follow. On
the other hand, if their performance was better than the supervisor
expected, a pay rise was in order. Little consideration, if any, was given to
Performance Appraisal Page 1
the developmental possibilities of appraisal. If was felt that a cut in pay, or a
rise, should provide the only required impetus for an employee to either
improve or continue to perform well.
As a result, the traditional emphasis on reward outcomes was progressively
rejected. In the 1950s in the United States, the potential usefulness of
appraisal as tool for motivation and development was gradually recognized.
The general model of performance appraisal, as it is known today, began
from that time.
Modern Appraisal
Performance appraisal is structured formal interaction between a
subordinate and supervisor, that usually takes the form of a periodic
interview (annual or semi-annual), in which the work performance of the
subordinate is examined and discussed, with a view to identifying
weaknesses and strengths as well as opportunities for improvement and
skills development.
In many organizations - but not all - appraisal results are used, either
directly or indirectly, to help determine reward outcomes. That is, the
appraisal results are used to identify the better performing employees who
should get the majority of available merit pay increases, bonuses, and
promotions.
By the same token, appraisal results are used to identify the poorer
performers who may require some form of counseling, or in extreme cases,
demotion, dismissal or decreases in pay. (Organizations need to be aware of
laws in their country that might restrict their capacity to dismiss employees
or decrease pay.)
Performance Management - Definition
Performance Management is the integrated process by which an agency involves its employees in improving organizational effectiveness in the accomplishment of agency mission and strategic goals. Performance Management consists of: performance planning, monitoring employee
Performance Appraisal Page 2
performance, employee development, evaluating employee performance, and recognition.
Performance Management is one of the key processes that, when effectively carried out, helps employees know that their contributions are recognized and acknowledged. Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. The communication process includes clarifying expectations, setting objectives, identifying goals, providing feedback, and evaluating results.
Performance Appraisal- Definition
Performance appraisal is a system describes how agency will
identify performance standards and core competencies and communicate
them to employees. Periodical appraisal helps the company to compare
employee’s performance and to take apt decisions for further improvement.
A structured business planning depends on the performance of the
employee and it will be successful only when the employees are analyzing
their work performance individually. The formal performance appraisal in a
company is conducted annually for all staff and each staff member is
appraised by their line manager. Generally employees are appraised based
on the structure of the company
A performance appraisal is a review and discussion of an employee's
performance of assigned duties and responsibilities. The appraisal is based
on results obtained by the employee in his/her job, not on the employee's
personality characteristics. The appraisal measures skills and
accomplishments with reasonable accuracy and uniformity. It provides a
way to help identify areas for performance enhancement and to help
promote professional growth. It should not, however, be considered the
supervisor's only communication tool. Open lines of communication
throughout the year help to make effective working relationships.
Annual performance appraisals evaluate the role of the employee in the
organizational development and also monitoring the standard, expectations,
objectives, efficiency in handling task and responsibilities in a period of
Performance Appraisal Page 3
time. Appraisal also helps to analyze the individual training needs of the
employee and planning of future job allocation. It also help to adopt
appropriate strategy based on organizational training needs. Performance
appraisal analyzes employee’s performance and which utilize to review the
grades and modify the annual pay. It generally reviews each individual
performance against the objectives and standard of the organization.
Performance management creating a work environment and it is enabling
the employees to perform best of their abilities. Through performance
management companies are hiring efficient people .Then the company
building up their skills and talents through employee development
programmes. The tools like performance appraisal, performance review,
and appraisal forms create the process of nurturing employee
developments.
Effective appraisal considering increase in staff productivity, knowledge and
contribution. Formal management procedure used the evaluation of work
performance. Effective appraisal helps the employer in providing increased
productivity, knowledge and contribution from the staff. These resources
increase the ability to do performance consulting, measure performance
improvement, and provide resultant training using internal staff, which
increases self-sufficiency in performance consulting and improvement.
Providing feedback about employee’s job performance and the contribution
of reward for their work is very essential in the smooth functioning of an
organization.
Performance Management Linkage
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The Need for Appraise Performance
Periodic reviews help supervisors gain a better understanding of each
employee's abilities. The goal of the review process is to recognize
achievement, to evaluate job progress, and then to design training for the
further development of skills and strengths. A careful review will stimulate
employee’s interest and improve job performance. The review provides the
employee, the supervisor, the Vice President, and Human Resources a
critical, formal feedback mechanism on an annual basis; however these
discussions should not be restricted solely to a formal annual review.
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Performance Structure
Annually, the appropriate supervisor evaluates each employee’s
performance. In the case where an employee has changed jobs part-way
through the appraisal period, both of the employee’s supervisors during the
appraisal period should submit an appraisal of the employee’s
performance. During the performance evaluation process, the most recent
job description on file with Human Resources will be reviewed and updated
if necessary, by both the employee and the supervisor.
Employees are reviewed for a salary increase, annually, effective July 1st.
The amount of the salary increase pool of funds is recommended by the
administration and approved by the Board of Trustees. The method for
allocating funds is based on rewarding meritorious performance. Merit
increases will be awarded on a pay-for-performance basis and are based on
individual performance. When used as intended, a pay-for-performance
structure achieves the goal of rewarding truly top performers with merit
increases that match their achievements and contributions.
Objectives of Performance Appraisal:
1. Give feedback to employees to improve subsequent performance.
2. Identify employee-training needs. 3. Document criteria used to allocate organizational rewards. 4. Form a basis for personnel decisions-salary (merit) increases,
disciplinary actions, etc. 5. Provide the opportunity for organizational diagnosis and
development. 6. Facilitate communication between employee and administrator.
Effective Performance Appraisals
Performance appraisals should be positive experiences. The appraisals
process provides the platform for development and motivation, so
organizations should foster a feeling that performance appraisals are
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positive opportunities, in order to get the best out of the people and the
process.
An effective performance management process sets the foundation for rewarding excellence.
By linking individual employee work efforts with the organization’s
mission and objectives, the employee and the organization understand
how that job contributes to the organization.
By focusing attention on setting clear performance expectations
(results + actions & behaviors), it helps the employee know what
needs to be done to be successful on the job.
Through the use of objectives, standards, performance dimensions,
and other measures it focuses effort. This helps the department get
done what needs to be done and provides a solid rationale for
eliminating work that is no longer useful.
By defining job-mastery and career development goals as part of the
process, it makes it very clear how the current position supports
employee growth and the additional opportunities the employee needs
to explore.
Through regular check-in discussions, which include status updates,
coaching, and feedback, it promotes flexibility, allowing you and the
employee to identify problems early and change the course of a
project or work assignment.
By emphasizing that an annual appraisal should simply be a summary
of the conversations held between you and the employee during the
entire cycle, it shifts the focus away from performance as an “annual
event” to performance as an on-going process.
An effective performance management process, while requiring time to plan
and implement, can save you and the employee time and energy. Most
importantly, it can be a very effective motivator; since it can help you and
the employee achieve the best possible performance.
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An Effective Performance Management Process (PMP):
Maximizes staff engagement, development, and performance
Is consistent across units to enhance full development and utilization of talent
Remains flexible, efficient, measurable, fair, transparent Provides better alignment of staff roles and goals with the
university’s mission Promotes on-going and proactive succession management
Purpose of Performance Appraisals
Performance appraisals are essential for the effective management and
evaluation of staff. Appraisals help develop individuals, improve
organizational performance, and feed into business planning. Formal
performance appraisals are generally conducted annually for all staff in the
organization. Each staff member is appraised by their line manager.
Directors are appraised by the CEO, who is appraised by the chairman or
company owners, depending on the size and structure of the organization.
Annual performance appraisals enable management and monitoring of
standards, agreeing expectations and objectives, and delegation of
responsibilities and tasks. Staff performance appraisals also establish
individual training needs and enable organizational training needs analysis
and planning. Performance appraisals also typically feed into organizational
annual pay and grading reviews, which commonly also coincide with the
business planning for the next trading year.
Performance appraisals generally review each individual's performance
against objectives and standards for the trading year, agreed at the
previous appraisal meeting. Performance appraisals are also essential for
career and succession planning - for individuals, crucial jobs, and for the
organization as a whole.
Performance appraisals are important for staff motivation, attitude and
behavior development, communicating and aligning individual and
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organizational aims, and fostering positive relationships between
management and staff.
Performance appraisals provide a formal, recorded, regular review of an
individual's performance, and a plan for future development.
Job performance appraisals - in whatever form they take - are therefore vital
for managing the performance of people and organizations.
Appraisals and Social Responsibility
There is increasingly a need for performance appraisals of staff and
especially managers, directors and CEO's, to include accountabilities
relating to corporate responsibility, represented by various
converging corporate responsibility concepts including: the 'Triple Bottom
Line' ('profit people planet'); corporate social responsibility; Sustainability;
corporate integrity and ethics; etc. The organization must decide the extent
to which these accountabilities are reflected in job responsibilities, which
would then naturally feature accordingly in performance appraisals. More
about this aspect of responsibility is in the directors’ job descriptions
section.
Significantly also, while this appraisal outline is necessarily a formal
structure this does not mean that the development discussed with the
appraisee must be formal and constrained. In fact the opposite
applies. Appraisals must address 'whole person' development - not just job
skills or the skills required for the next promotion. Appraisals must not
discriminate against anyone on the grounds of age, gender, sexual
orientation, race, religion, disability, etc.
Therefore in appraisals, be creative and imaginative in discussing,
discovering and agreeing 'whole-person' development that people will
respond to, beyond the usual job skill-set, and incorporate this sort of
development into the appraisal process.
Benefit of Performance Appraisals
Performance appraisals can achieve and contribute to employee and
organization when they are properly managed, for example:
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performance measurement - transparent, short, medium and
long term
clarifying, defining, redefining priorities and objectives
motivation through agreeing helpful aims and targets
motivation though achievement and feedback
training needs and learning desires - assessment and agreement
identification of personal strengths and direction - including
unused hidden strengths
career and succession planning - personal and organizational
team roles clarification and team building
organizational training needs assessment and analysis
appraisee and manager mutual awareness, understanding and
relationship
reinforcing and cascading organizational philosophies, values,
aims, strategies, priorities, etc
delegation, additional responsibilities, employee growth and development
manager development - all good managers should be able to conduct appraisals well - it's a fundamental process
People have less and less face-to-face time together these days.
Performance appraisals offer a way to protect and manage these valuable
face-to-face opportunities. My advice is to hold on to and nurture these
situations, and if you are under pressure to replace performance appraisals
with some sort of (apparently) more efficient and cost effective methods, be
very sure that you can safely cover all the aspects of performance and
attitudinal development that a well-run performance appraisals system is
naturally designed to achieve.
There are various ways of conducting performance appraisals, and ideas
change over time as to what are the most effective appraisals methods and
systems. Some people advocate traditional appraisals and forms; others
prefer 360-degree-type appraisals; others suggest using little more than a
blank sheet of paper. In fact performance appraisals of all types are
effective if they are conducted properly, and better still if the appraisal
process is clearly explained to, agreed by, the people involved.
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Managers need guidance, training and encouragement in how to conduct
appraisals properly. Help managers (and directors) develop and adapt
appraisals methods that work for them. Be flexible. There are lots of ways to
conduct appraisals, and particularly lots of ways to diffuse apprehension
and fear - for managers and appraisees alike. Particularly - encourage
people to sit down together and review informally and often - this removes
much of the pressure for managers and appraisees at formal appraisals
times. Leaving everything to a single make-or-break discussion once a year
is asking for trouble and trepidation.
Performance Appraisal Methods
Graphic rating scale
Alternation ranking method
Paired comparison method
Forced distribution method
Behaviorally anchored rating scale (BARS)
All of these performance assessment methods can be used in conjunction
with others in the list, depending on situation and organizational policy.
Where any of these processes is used, the manager must keep a written
record, and must ensure agreed actions are followed up. The notes of all
review situations can then be referred to at the formal appraisal.
Holding regular informal one-to-one review meetings greatly reduces the
pressure and time required for the annual formal appraisal meeting.
Holding informal reviews every month is ideal all staff. There are several benefits of reviewing frequently and informally:
The manager is better informed and more up-to-date with his or her
people's activities (and more in touch with what lies beyond, e.g.,
customers, suppliers, competitors, markets, etc)
Difficult issues can be identified, discussed and resolved quickly,
before they become more serious.
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Help can be given more readily - people rarely ask unless they see a
good opportunity to do so - the regular informal review provides just
this.
Assignments, tasks and objectives can be agreed completed and
reviewed quickly - leaving actions more than a few weeks reduces
completion rates significantly for all but the most senior and
experienced people.
Objectives, direction, and purpose is more up-to-date - modern
organizations demand more flexibility than a single annual review
allows - priorities often change through the year, so people need to be
re-directed and re-focused.
Relationships and mutual understanding develops more quickly with
greater frequency of meetings between manager and staff member.
Staff members can be better prepared for the formal appraisal, giving
better results, and saving management time.
Much of the review has already been covered throughout the year by
the time comes for the formal appraisal.
Frequent review meetings increase the reliability of notes and
performance data, and reduce the chances of overlooking things at
the formal appraisal.
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How Performance Appraisals Impact Human Performance
Many companies use performance appraisals or reviews to improve the
performance of their staff. If well-designed and correctly implemented, they
can help to improve operations. Poorly designed or implemented
performance appraisals may lead to employee frustration, resentment and
withdrawal.
Set Clear Expectations In order for performance appraisals to be effective, management must set
clear expectations with the employee. These expectations should reflect the
company's mission and link the employee performance to that mission.
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The Performance Cycle
Major Areas of ResponsibilityIndividual PrioritiesKnowledge, Skills and BehaviorsDevelopment planReaching agreement
End-of-cycle reviewContinuous progress and development
Ongoing FeedbackCoachingInterim reviews
Objective Standards Wherever possible, objective standards should be set for performance. For
example, an objective standard might be the number of invoices processed
in an hour or the number of positive customer contacts in a day.
Career Development Career development goals may also be included in the performance
appraisal. This may be a strong motivator for employees who feel that their
advancement is also a company goal.
Continuous Feedback Rather than simply performing an annual appraisal, managers will help
their employees to achieve high levels of performance by continuous
feedback---both positive and negative--- throughout the year. Coaching
sessions and training sessions will also help to improve performance.
Formal Appraisal During the formal annual appraisal, there should be no surprises. The
employee should have been informed throughout the year about her
performance and given the opportunity to improve any weaknesses. If this is
not the case, the employee may feel that she has been treated unfairly and
performance may decline.
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Problems during Performance Appraisal
There are chances of opposition for valuation due to fear. If the evaluation
system is poor, it will not give adequate effect. Rater’s problems like
leniency or harshness error, central tendency error, personal bias error,
contrast error are also affecting the performance appraisal of an employee.
Performance Appraisal Page 15
Insufficient reward
for performan
ce
Insufficient reward
for performan
ce
Manager lacks
information
Manager lacks
information
Lack of appraisal
skills
Lack of appraisal
skills
Manager not taking appraisal seriously
Manager not taking appraisal seriously
Manager not
prepared
Manager not
prepared
Manager not being honest or sincere
Manager not being honest or sincere
Employee not
receiving ongoing feedback
Employee not
receiving ongoing feedback
Ineffective discussion
of employee
development
Ineffective discussion
of employee
development
Unclear language
Unclear language
Performance
appraisals fail
because…
Performance
appraisals fail
because…
Appraisal OutcomesEmployees are privy to their appraisal scores because supervisors are
required to share the outcomes of the appraisal. At this time, employees can
see how well, or poorly, they scored. In turn, this will signify to an employee
how his supervisor perceives him.
EffectsIt is human nature for employees to be affected by how well they score on a performance appraisal. Depending on the outcomes, employees may feel motivated or deflated.
Negative Impact
If a supervisor gives an employee a poor score on his appraisal, the employee may feel a loss of motivation in the workplace. Consequently, this can impact the employee’s productivity and performance.
Positive ImpactEmployees who receive good scores on their appraisals are generally motivated to perform well and maintain their productivity. Positive feedback on appraisals gives employees a feeling of worth and value, especially when accompanied by a raise.
Conclusion
Each employee should evaluate by his supervisor and to discuss each other
to set objectives for upcoming evaluation. This discussion should cover the
review of overall progress, problems encountered, performance
improvement possibilities, long term career goals, specific action plan about
job description and responsibilities, employee development interest and
needs, to concentrate specific areas of development, to review performance
objectives and performance standard, ongoing feedback and periodic
discussions
Performance Appraisal Page 16
Performance appraisals are important for staff motivation, attitude and
behavior development, communicating organizational aims, and fostering
positive relationships between management and staff. Performance
appraisals provide a formal, recorded, regular review of an individual's
performance, and a plan for future development. In short, performance and
job appraisals are vital for managing the performance of people and
organizations.
Completing the appraisal process in a professional manner, from the
preparation to the appraisal discussion, is an important responsibility of
every supervisor. Although the process requires time, the results are
worthwhile.
Performance Appraisal Page 17
Traditional Performance
Appraisal Process
Traditional Performance
Appraisal Process
PERFORMANCE APPRAISAL -PROCESS MAP
Performance Appraisal Page 18
References
Performance Appraisal Page 19
Human Resource Management – Snell/ Bohlander
Human Resource Management – Gary Dessler
Personnel/ Human Resource Management – DeCenzo/Robbins
Appraisal Stock Photos and Images. www.fotosearch.com
How to Write Performance Appraisal Manuals | eHow.com
EMPLOYEE NAME: ________________POSITION TITLE: _______________ APPRAISAL PERIOD ____________
DEPARTMENT: ____________________SUPERVISOR: _______________ REASON FOR APPRAISAL _________
Professional Knowledge :
Possesses knowledge of the relevant professional field and can apply it to job responsibilities.
Exceptional: Demonstrates deep knowledge of the professional field and understands the most complex aspects of the job responsibilities.
Exceeds expectations: Demonstrates solid working knowledge of the professional area and is capable of handling complex projects. Actively seeks training opportunities that will enhance professional knowledge.
Meets Expectations: Demonstrates sufficient knowledge of the professional area and performs job responsibilities well.
Improvement Needed: Acquiring additional knowledge of the professional area would be beneficial in performing basic job responsibilities with less difficulty.
(E)100-90
Remarks
(EE)75-90
(ME)60-75
(I)<60
Technical Knowledge :
Remains current on technical developments in relevant areas of expertise and seeks new technical knowledge as necessary.
Exceptional: Outstanding knowledge of relevant technologies as they apply to the position. Always seeking and finding technology solutions that improve the efficiency of work processes.
Exceeds expectations: Very good knowledge of relevant technologies as they apply to the position. An active contributor in seeking improved technology solutions for work processes and an avid willingness to learn and use new technology.
Meets Expectations: Proficient at using technology to complete work in a timely manner. Willing to attend technology training as needed.
Improvement Needed: Marginally proficient at using technology to complete work assignments. Can be resistant to technology changes. Additional training required.
(E)100-90
Remarks
(EE)75-90
(ME)60-75
(I)<60
Work Quality: Completes assigned work in a timely
Exceptional: Consistently produces work that is of the highest quality and accuracy.
Exceeds expectations: Almost always produces high quality, accurate work.
Meets Expectations: Typically produces
(E)100-90
Remarks
(EE)75-90
(ME)60-75
Performance Appraisal Page 21
and accurate fashion.
quality work with occasional errors.
Improvement Needed: Attention needed to producing work that is more thorough and acc
(I)<60
Fiscal Responsibility:
Maintains yearly budgets effectively and accurately forecasts future budgetary needs.
Exceptional: Displays highly accurate and organized methods for setting and maintaining departmental budgets. Always identifies cost-effective methods for all areas of the budget.
Exceeds expectations: Very accurate and organized maintenance of departmental budgets. Actively seeks cost-effective methods for all areas of the budget.
Meets Expectations: Maintains the departmental budget accurately. Occasionally operates off-budget.
Improvement Needed: A better sense of fiscal responsibility should be sought. Lacks a solid understanding of spending implications and frequently miscalculates budget needs.
(E)100-90
Remarks
(EE)75-90
(ME)60-75
(I)<60
Problem solving / Decision Making
Identifies problems, involves others in seeking solutions, conducts appropriate analyses, searches for best solutions; responds quickly to new challenges. Makes clear, consistent, transparent decisions; acts with integrity in all decision making.
Exceptional: Constantly Makes clear, consistent, transparent decisions; acts with integrity in all decision making; distinguishes relevant from irrelevant information and makes timely decisions.
Exceeds expectations: Very good at Making clear, consistent, transparent decisions; acts with integrity in all decision making; distinguishes relevant from irrelevant information and makes timely decisions.
Meets Expectations: Makes clear, consistent, transparent decisions with minimal supervision
Improvement Needed: Additional training to develop is Decision making skill recommended. Lacks adequate attention at Making clear, consistent, transparent decisions
(E)100-90
Remarks
(EE)75-90
(ME)60-75
(I)<60
Exceptional: Consistently anticipates and meets the needs of customers. Always communicates and works well with co-workers
(E)100-90
Remarks
Performance Appraisal Page 22
Service focus :
Works well with customers, co-workers. Values the importance of delivering high quality, innovative service to internal and external clients; understands the needs of the client; customer service focus.
and customers. Deliver high quality, innovative service to internal and external clients; understands the needs of the client; customer service focuses.
Exceeds expectations: Frequently anticipates the needs of customers. Generally communicates and works well with co-workers and customers. Deliver high quality, innovative service to internal and external clients.
Meets Expectations: Meets customer needs. Communicates and works with customers and co-workers in an acceptable manner.
Improvement Needed: Lacks adequate attention to meeting customer needs. Communication and work with customers and co-workers needs improvement.
(EE)75-90
(ME)60-75
(I)<60
Strategic planning and organizing
Understands big picture and aligns priorities with broader goals, measures outcomes, uses feedback to change as needed, evaluates alternatives, solutions oriented.
Exceptional: Outstanding at understanding of big picture and aligns priorities with broader goals, measures outcomes, uses feedback to change as needed, evaluates alternatives, solutions oriented, seeks alternatives and broad input.
Exceed expectations: Very good at understanding of big picture and aligns priorities with broader goals, measures outcomes, and uses feedback to change as needed. Can see connections within complex issues
Meets Expectations: Proficient at understanding of big picture and aligns priorities with broader goals, measures outcomes, and uses feedback to change as needed and Willing to
attend training on Strategic planning and organizing As needed.
Improvement Needed: not clearly Understands big picture and weak at aligns priorities with broader goals, measures outcomes. Requires very close supervision at all times. Additional training required.
(E)100-90
Remarks
(EE)75-90
(ME)60-75
(I)<60
Communication Skills :
Connects with peers, subordinates
Exceptional: Excellent oral and written communication skills. An active listener who has a sound sense of when to share important information and with whom to share it.
Exceeds expectations: Demonstrates above average oral and written communication skills.
Meets Expectations: Demonstrates solid communication skills but may need occasional
(E)100-90
Remarks
(EE)75-90
(ME)60-75
Performance Appraisal Page 23
and customers, actively listens, clearly and effectively shares information, demonstrates effective oral and written communication skills
training to sharpen certain areas.
Improvement Needed: Additional training to develop communication skills is recommended. Frequent communication break downs can cause confusion with coworkers and interfere with the employee’s ability to complete assignments accurately.
(I)<60
Initiative:
Demonstrates independent action and resourcefulness on the job. Performs duties in an acceptable manner and with minimal supervision
Exceptional: Constantly exhibits independent action and resourcefulness. Exercises outstanding judgment on knowing when to seek guidance from supervisor. A highly motivated employee.
Exceeds expectations: Frequently exhibits independent action and resourcefulness. Exercises good judgment on knowing when to seek guidance from supervisor.
Meets Expectations: Generally demonstrates independent action with minimal supervision.
Improvement Needed: More independent action is needed. Requires very close supervision at all times.
(E)100-90
Remarks
(EE)75-90
(ME)60-75
(I)<60
Teamwork
Cooperates and collaborates with colleagues as appropriate; works in partnership with others.
Exceptional: Outstanding at Cooperating and collaborating with colleagues as appropriate; works in partnership with others. Always seeking and finding teamwork that improve the efficiency of work processes.
Exceeds expectations: Very good at Cooperating and collaborating with colleagues as appropriate; works in partnership with others. Active at working with team and contribute in improving efficiency.
Meets Expectations: Consistently meets expectations of Cooperating and collaborating with colleagues as appropriate; works in partnership with others.
Improvement Needed: Additional training required to be perfect at Cooperating and collaborating with colleagues as appropriate; works in partnership with others .
