Conventional wisdom says that there is no perfect employee performance appraisal form. And with so many unfortunate examples of forms of evaluation, the conventional wisdom might almost seem correct.
It is not. There is an ideal template for the employee performance appraisal form. And getting the form right is essential to effective employee performance management, as the appraisal form is the lightning rod that not only attracts everyone’s attention, but also focuses organizational energy on the highest priority issues. An ideal form has five key components that cover 1.) organizational competencies, 2.) job competencies, 3.) key responsibilities, 4.) major goals and projects, and 5.) individual accomplishments and accomplishments.
Organizational and labor skills
The first two sections of the employee performance evaluation form focus on the “how” of the job, the way the individual achieves their results. Here we identify and assess competencies: the behavioral elements of work. To begin with, top management must identify a small number, usually about half a dozen, of the competencies that are expected of each member of the organization, regardless of the individual’s job or level in the company. Because they apply to everyone, these universal or organization-wide cultural competencies can include attributes such as:
• Customer Focus
• Communication skills
• Continuous Learning and Improvement
• Team player
• Interpersonal skills
The other behavioral element of a perfectly rated employee’s performance appraisal is job-specific competencies. The talents and skills required to succeed as a professional individual contributor, such as a programmer, accountant, or engineer, are not identical to those required to succeed in a leadership job.
In professional positions, skills such as analytical thinking and achievement orientation may be essential, while in leadership positions, greater emphasis may be placed on the development and retraining of talent and on leadership and people management skills. . Of course, there will be overlaps: technical skills and decision-making competencies are important in both job families. But the ideal employee performance evaluation form will allow the identification of those competencies that have a high correlation with job success in the specific position held by the employee. Security will surely be present in an evaluation form for the position of an operator; relationship building is best evaluated if the employee works in the sales department.
Organizational competencies and job-specific competencies are the first two elements of a sample employee performance appraisal form. That covers the HOW component of the job. Now let’s look at the WHAT component: the results the person actually achieves. Again, there are two main components: Key Job Responsibilities and Objectives, and Major Projects.
Key Job Responsibilities
The third element, Key Job Responsibilities, represents the major aspects of a person’s job—the big rocks of the position that would ideally be listed in a well-written job description. Do you have outdated job descriptions? No problem. Simply provide space in this part of the employee performance review form for the manager and employee to identify in simple verb/noun form the most important responsibilities of the job holder: evaluating patients, ensuring customer satisfaction, training operators, develop marketing plans, sell shoes, etc.
Few jobs have more than half a dozen key job responsibilities. If you can think of more, you are probably listing minor tasks and duties that are performed to fulfill a key responsibility.
Goals and Main Projects
Goals and big projects represent the other half of those elements that cover the results aspect of a job. Goals are great things. They go well beyond the key job responsibilities listed in the job description; far beyond predictable cheaper/faster/better expectations.
Truly, real goals are transformational: they are visionary and long-term. They transform the nature of the job itself. “Keeping the network running,” for example, is a well-established key job responsibility. By comparison, “Develop a system that eliminates network failures” is a formidable task. goal that will totally alter the nature of a network administrator’s job.
Many people in an organization also take on special projects or assignments over the course of a year, in addition to their specific job description duties. Too often, your contributions are not mentioned in your annual review. The goals and major projects portion of the form is also the place for the evaluation and recognition of these contributions.
Achievements and achievements
The final element of an ideal employee performance appraisal form is the one that research suggests is the most important: a brief listing of the individual’s most significant achievements and accomplishments. Since the original GE studies in the early 1950s, researchers confirm that growth and development are the result more of building on a person’s unique strengths than of attempts to reinforce deficiencies.
There’s your perfect form: two sections dealing with organization- and job-specific competencies, two more that focus on key job responsibilities and goals, and a final summary of the most important things the individual did to make it happen. promote the mission, vision and values of the organization. When he has those elements in his form, he has developed a perfect appraisal of employee performance. [http://www.groteconsulting.com/services/performance-appraisal/index.asp] form.