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1、HR工具-文本范例仅供参考EMPLOYEESELFEVALUATIONHANDBOOKHR工具-文本范例仅供参考TableofContentsPurposeofPerformanceEvaluations.........................................................................................3BarrierstoEffectivePerformanceEvaluations..........................................................................3PerformanceEvaluationProcess................................................................................................3QuestionstoHelpDeveloptheSelfEvaluation...........................。
2、...............................................4GeneralDefinitionsofPerformanceLevels...............................................................................5SampleEmployeeSelfEvaluationForm....................................................................................7GuidelinesforEmployeePerformanceEvaluation..................................................................19PerformanceManagementPolicy.................................................................................。
3、............19PerformanceEvaluationMeeting.............................................................................................20SampleTheCompanyEmployeePerformanceEvaluation.....................................................21HR工具-文本范例仅供参考PurposeofPerformanceEvaluationsWhydoPerformanceEvaluations?IdentifiesanyperformanceconcernswhichmayneedimprovementSetsfuturegoalsandobjectivesMotivatesanddevelopsemployeesSignalstoemployeesthatyoucareDevelopsyouasasupervisorBarrierstoEffectivePe。
4、rformanceEvaluationsEvaluatingaperson’sperformancecanraiseuncomfortablefeelingsDislike“confrontation”RiskofoffendingtheemployeeToobusywithotherpressingissuesLackofconfidenceinabilitytowriteaneffectiveevaluationFormisintimidating–takestoomuchtimetocompletePerformanceStandardsshouldbe:Measurable–quantity,quality,timelinessObservable–abletoseeithappenoridentifytheeffectoroutcomeReliable–criteriahasbeenestablishedandagreedtoAchievable–theemployeemustbeabletocontroltheoutcomeActive–describ。
5、estheoutcomewanted,notwhatisnotwantedPerformanceEvaluationProcessStep1HumanResourcesgeneratestheEmployeePerformanceEvaluationinaccordancewiththeemployee’sprobationaryevaluationcycleornotifiestheprogramareathroughtheannualperformanceevaluationcycleprocess.Step2EmployeesareencouragedtoutilizetheEmployeeSelf-Evaluationtocitespecificaccomplishmentsandprovideotherrelevantinformation.Step3EachsupervisorcompletesanEmployeePerformanceEvaluationforstaffemployeeshe/shesupervisesdirectly.Step4Superviso。
6、rreviewsperformanceevaluationwithareadirectororexecutivedirector.HR工具-文本范例仅供参考Step5Thesupervisorandemployeemeettodiscusstheperformanceevaluation.Priortosigningtheform,theemployeemayincludeawrittenresponse.Step6TheEmployeePerformanceEvaluationFormisprovidedtotheemployeeforfinalreview,comment,andfinalsubmissiontotheimmediatesupervisor.Step7TheEmployeePerformanceEvaluationandEmployeeSelf-EvaluationForms(ifcompleted)aresenttoHumanResourcesforprocessingandareplacedintheemployee’spermanentpersonnel。
7、file.QuestionstoHelpDeveloptheSelfEvaluation(1)Whatportionsofyourworkdoyoufeelyoudobest?(2)Doyoufindthereisopportunityinyourworktodothethingsyoudobest?(3)Doyoufeelthatyouhaveanadequateunderstandingoftherequirementsofyourposition?Forwhichresponsibilitieswouldaclearerunderstandingbeparticularlyhelpful?(4)Whataresomeofthethingsyoulikemostaboutyourcurrentjob?(5)Lookingatyourpositionasawhole,whatwouldyousayyouhavelearnedinthepastyear?(6)Again,lookingatyourcurrentpositionasawhole,whatwouldyousayyouhav。
8、econtributedinthepastyear?(7)Arethereanyspecificareasofyourpositionforwhichyoubelieveyouneedmoreexperienceortraining?(8)Whatchangesdoyouthinkcouldbemadetohelpyoudoyourcurrentjobbetterormoreeasily?(9)Doyouhaveanyothercommentsorsuggestionsyouwanttomakeaboutyourposition?HR工具-文本范例仅供参考GeneralDefinitionsofPerformanceLevelsINEFFECTIVE(1):Consistentlyfallsshortofperformancestandards.Situationrequiresimmediatereviewandaction.Performanceisconsistentlybelowestablishedexpectations,requirements,orstandards.。
9、Ineffectivelyappliesorlacksjobknowledge/skillstomeetstandards.Demonstratesfailuretoinitiateimprovementtocompleteobjectives.Deliversinaccurateandgenerallyundependableresults.Displaysbehaviorsandactionswhicharedetrimentaltoco-workers,teamwork,and/orcustomers.Mayalsohavepoorattendancewhichhindersworkflowandorganizationalobjectives.INCONSISTENT(2):Performancesometimesmeetspositionrequirements.Seldomexceedsandoftenfallsshortofdesiredresults.Performancedoesnotfullymeetestablishedexpectations,req。
10、uirements,orstandards.Mayfailtopursuedevelopmentalopportunitiesand/orapplynewskillstomeetstandards.Exhibitsdifficultyadjustingtochangingsituationsorworkassignments.Maynotexhibitproactiveproblem-solvingtoimproveand/oradjustworkprocesses.Performsinconsistently,possiblyleadingtosomeinaccurate,untimely,and/orundependableresults.Attimes,displaysactionswhicharedetrimentaltocustomerservicerelationships.Maybehaveinamannerwhichisdetrimentaltotheworkgroup.Maydisplayirregularattendancethatimpactsworkf。
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