Performance Appraisal
2013Guidelines – April 2013
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1. Performance Appraisal Guidelines
2. Self-Appraisal Guidelines
3. Access to « My Way »
Appendix : Performance Ratings
Agenda
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1. Performance Appraisal Guidelines
5 performance ratings to :
‐ Clarify job’s expectations ‐ Measure how everyone holds his job ‐ Make a factual assess based on elements and results
‐ Confront the points of view‐ Stress the key points to improve‐ Communicate your decision and convictions as
manager‐ Set the course and the goals‐ Be demanding
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1. Performance Appraisal Guidelines
5 performance ratings to rise the expectation level :
5 – Outstanding Performance
4 – Significant Performance
3 – Good Performance
2 – Average Performance
1 – Poor Performance
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2 main steps :
‐ Self appraisal by the employee and sharing with manager (APRIL)
Take stock of the past year, give its own assessment of its performance and mastery of post out daily to reflect on their skills
‐ Appraisal Performance Interview (MID OF JUNE TO JULY)
Compare points of view, the manager highlights key areas for improvement and communicates his convictions, sets the direction and goals for the coming year
1. Performance Appraisal Guidelines
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Self Appraisal in 4 points :
2. Self Appraisal
1Missions
Achievements
2Implemented
behaviours
3Success
Highlights
4Areas for
improvement
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Self Appraisal in 4 points :
#1. My missions and achievements of the year :
- Highlights of the year in light of the main tasks of my job, the projects I've done this year, targets
- For each, indicate concretely my results, identifying the means
- Indicate if necessary, new goals have appeared during the year
2. Self Appraisal
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Self Appraisal in 4 points :
#2. My implemented behaviors :
- Identifying critical situations in my post: they met regularly, those representing an issue, those that are critical
- Describe factually my behavior in these situations
- Assess the adequacy between my attitude and what I wanted to do
2. Self Appraisal
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Self Appraisal in 4 points :
#3. My success and highlights of the year
- For each mission and objectives identified, list my success in all sincerity (which I am proud achievements, strengths, highlighting where I grew)
- Identify activities newly supported this year
- Resume areas for improvement from my last interview and measure my results for each
2. Self Appraisal
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Self Appraisal in 4 points :
#4. My areas of improvement :
- Indicate the objectives, tasks and skills that I have difficulty
- Describe the situations that illustrate my difficulties
- Formalize the job requirements not met
- Evaluate the progress that I have implemented and how I think doing
2. Self Appraisal
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In summary, the self-assessment allows me to:
- Enhance my success,- Measure my progress,- Identify my areas for improvement,- And define the actions that I incur as a priority.
THIS IS THE BEST WAY TO PREPAREMY APPRAISAL PERFORMANCE
INTERVIEW AND TO BE THE MAIN ACTOR OF MY OWN
PROGRESS
2. Self Appraisal
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Connection and Access
3. Discovery of my tool « My Way »
Connection with a web link
Process management tool SAAS application (tool hosted outside where we share the application code with the companies using this solution)
SSO access
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Browsing
3. Discovery of my tool « My Way »
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Rating 5 : Out Standing Performance
He/she demonstrates particularly excellent performance that is of such high quality that organizational goals have been achieved that would not have been otherwise. Results are exceptional.Exceeds all requirementsHe/she demonstrates mastery of technical skills and a thorough understanding of the mission of the organization.Exceeds most of or all objectivesHe/she plans for the unexpected and uses alternate ways of reaching goals. He/she exerts a major positive influence on management practices, operating procedures and/or program implementation, which contributes substantially to organizational growth and recognition. Considers as a modelHe/she produces an exceptional quantity of work, often ahead of established schedules and with little or without supervision. Complicated or controversial subjects are presented or explained effectively to a variety of audiences so that desired outcomes are achieved. He/she improves cooperation among participants in the workplace and prevents misunderstandings. He/she can train others.
Appendix: Performance Ratings Definition
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Rating 4 : Significant Performance
He/she demonstrates unusually good performance that exceeds expectations in critical areas and exhibits a sustained support of organizational goals.Exceeds most requirementsHe/she develops and/or implements workable and new approaches to meet organizational goals. He/she demonstrates an ability to get the job done well in more than one way while handling difficult and unpredicted issues. Achieves all goals. Looks for new goalsHe/she produces a high quantity of work with strong and major contribution to organizational goals. He/she works effectively with others to accomplish the main goals.Leads & stimulates othersHe/she produces work, often ahead of established schedules with less than normal supervision. He/she has ability to lead significant projects. He/she argues on main topics and proposes solutions. He/she adapts to the new situation.
Appendix: Performance Ratings Definition
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Rating 3 : Good Performance
He/she demonstrates good, sound performance that meets organizational goals.Meets all requirementsAll critical activities are generally completed in a timely manner and supervisor is kept informed of work issues, alterations and status. He/she clearly requires duties and responsibilities of the job. Deadlines are always respected.Achieves all goals. Results are goodRight contribution to organizational goals. He/she fully satisfies the main goals and rarely has any deficiencies.Adequate behavior for the positionAll assignments are completed with an acceptable supervision and without major corrections. He/she establishes clear priorities and makes sensible recommendations. He/she can show signs of leadership potential.
Appendix: Performance Ratings Definition
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Rating 2 : Average Performance
The employee’s performance shows deficiencies that requires correction. Action plan is necessary to improve his level of performance on the next 6 months.Meets some requirementsIncomplete understanding of one or more important areas of the field of work. On one or more occasions, important work requires unusually close supervision to meet organizational goals or needs so much revision that deadlines were missed or imperiled.Achieves some goals. Results are too shortsThe employee’s work frequently needs revision or adjustments to meet a minimally successful level. Organizational goals and objectives are met only as a result of close supervision. Unreliable methods for completing assignments.Needs stimulationAll assignments are completed, but often require assistance from supervisor and/or peers. He/she shows a lack of awareness of policy implications or assignments. Failure to promote team spirit. Reluctance to accept responsibility. He needs stimulation from management. He needs to work on a few critical skills necessary for the job.
Appendix: Performance Ratings Definition
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Rating 1 : Unsatisfactory Performance
The quality and quantity of the employee’s work are not appropriate for the job. Performance is poor. Failure of last action plans to improve quality of work.Does not meet requirementsWork products do not meet the minimum requirements expected. Quality of work / adherence to deadlines is unsatisfactory. He/she has strong deficiencies on core skills of the position. Skills can't match with the job anymore.Does not achieve goalsFailure to meet work goals. Results are poor. Incomplete work products.Miss the pointHe/she requires supervision and frequent monitoring. His/her behavior is not appropriate for any position in the company. He can't improve and develop his/her skills.
Appendix: Performance Ratings Definition
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Rating 1 2 3 4 5
Unsatisfactory Average Good Significant Outstanding
The quality and quantity of the employee’s work are not appropriate
for the job. Performance is poor. Failure of last action plans to improve quality of
work.
The employee’s performance shows deficiencies that requires correction. Action
plan is necessary to improve his level of performance.
He/she demonstrates good, sound performance that meets organizational
goals.
He/she demonstrates unusually good performance that exceeds expectations in
critical areas and exhibits a sustained support of organizational goals.
He/she demonstrates particularly excellent performance that is of such high quality that organizational goals have been achieved that would not have been otherwise. Results are
exceptionnal.
Does not meet requirements Meets some requirements Meets all requirements Exceeds most requirements Exceeds all requirements
Work products do not meet the minimum requirements expected.
Quality of work / adherence to deadlines is unsatisfactory. He/she has strong deficiencies on core skills of the position. Skills can't match with the job
anymore.
Incomplete understanding of one or more important areas of the field of work. On one or more occasions, important work requires
unusually close supervision to meet organizational goals or needs so much revision that deadlines were missed or
imperiled.
All critical activities are generally completed in a timely manner and supervisor is kept informed of work
issues, alterations and status. Deadlines are always respected.
He/she develops and/or implements workable and new approaches to meet organizational goals. He/she demonstrates an ability to get
the job done well in more than one way while handling difficult and unpredicted issues.
He/she demonstrates mastery of technical skills and a thorough
understanding of the mission of the organization.
Does not achieve goals Achieves some goals. Results are too shorts Achieves all goals. Results are good Achieves all goals. Looks for new goals Exceeds most of or all objectives
Failure to meet work goals. Results are poor. Incomplete work products.
The employee’s work frequently needs revision or adjustments to meet a minimally
successful level.Organizational goals and objectives are met
only as a result of close supervision.Unreliable methods for completing
assignments.
Right contribution to organizational goals. He/she fully satisfies the main goals and rarely has any deficiencies.
He/she produces a high quantity of work with strong and major contribution to
organizational goals. He/she works effectively with others to accomplish the main goals.
He/she plans for the unexpected and uses alternate ways of reaching goals.
He/she exerts a major positive influence on management practices, operating
procedures and/or program implementation, which contributes
substantially to organizational growth and recognition.
Miss the point Needs stimulation Adequates behavior for the position Leads & stimulates others Considers as a model
He/she requires supervision and frequent monitoring. His/her behaviour is not appropriate for any position in the company. He can't improve and develop
his/her skills.
All assignments are completed, but often require assistance from supervisor and/or peers. He/she shows a lack of awareness of
policy implications or assignments. Failure to promote team spirit. Reluctance
to accept responsibility. He needs stimulation from management. He needs to work on a few critical skills necessary for the
job.
All assignments are completed with an acceptable supervision and without major corrections. He/she establishes clear priorities and makes sensible
recommendations. He/she can show signs of leadership potential.
He/she produces work, often ahead of established schedules with less than normal
supervision. He/she has ability to lead significant projects. He/she argues on main
topics and proposes solutions. He/she adapts to the new situation.
He/she produces an exceptional quantity of work, often ahead of
established schedules and with little or without supervision. Complicated or
controversial subjects are presented or explained effectively to a variety of
audiences so that desired outcomes are achieved. He/she improves cooperation among participants in the workplace
and prevents misunderstandings. He/she can train others.
Requirements
Performance
Achievements
Attitudes
Appendix: Performance Ratings Definition
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