Conventional wisdom says that there is no perfect form for evaluating employee performance. And with so many lamentable examples of forms of evaluation, the conventional wisdom might seem almost correct.
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 evaluation form is the lightning rod that not only attracts everyone’s attention, but also focuses the organization’s energy on the highest priority issues. . An ideal shape has five key components covering 1.) organizational competencies, 2.) job competencies, 3.) key responsibilities, 4.) major goals and projects, and 5.) individual accomplishments and accomplishments.
Organizational and labor competencies
The first two sections of the employee performance appraisal form focus on the “how” of work, how the individual achieves their results. Here we identify and evaluate competencies: the behavioral elements of the job. To begin with, top management must identify a small number, usually around half a dozen, of the competencies expected of each member of the organization, regardless of the person’s position or level in the company. Since they apply to everyone, these universal or organization-wide cultural competencies can include attributes such as:
• Focus on the client
• Communication skills
• Learning and continuous improvement
• Team player
• Interpersonal skills
The other behavioral element of evaluating the performance of a perfectly evaluated employee is job-specific competencies. The talents and skills required for success as a professional individual contributor such as a programmer or accountant or engineer are not identical to those required to be successful in a leadership job.
In professional jobs, skills such as analytical thinking and achievement orientation may be essential, while in leadership jobs greater emphasis may be placed on developing and retraining talent and people management skills. Of course, there will be overlaps: technical skills and decision-making are important competencies in both work families. But the ideal form for evaluating employee performance will allow the identification of those competencies that have a high correlation with job success in the specific position that the employee occupies. Safety will surely be present in an evaluation form for the operator position; It’s best to evaluate relationship building if the employee works in the sales department.
Organizational competencies and job-specific competencies are the first two elements of an exemplary 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 goals, and major projects.
Key job responsibilities
The third element, key job responsibilities, represents the main aspects of a person’s job – the big stones 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 appraisal form for the manager and employee to identify in simple verb / noun form the most important responsibilities or responsibilities of the job holder: assess patients, ensure customer satisfaction , train 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 big projects
Goals and large projects represent the other half of the elements that cover the results aspect of a job. Goals are big business. They go well beyond the key job responsibilities listed in the job description; way beyond the foreseeable cheaper / faster / better expectations.
In truth, the real goals are transformative: they are visionary and long-term. They transform the nature of the position itself. “Keep the network running”, for example, is a key job responsibility. In comparison, “Developing a system that eliminates network failures” is a formidable objective 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 announced in your annual evaluation. The goals and major projects part of the form is also the place for evaluation and recognition of these contributions.
Achievements and achievements
The final element of an ideal employee performance appraisal form is what research suggests is the most important: a brief listing of the individual’s most important accomplishments and accomplishments. Since the original GE studies in the early 1950s, researchers confirm that growth and development result more from building a person’s unique strengths than from attempts to shore up deficiencies.
There’s its perfect form: two sections that address organizational and job-specific competencies, two more that focus on key responsibilities and goals of the job, and a final summary of the most important things the person did to further the mission. , the vision and the values of the organization. When you have those items on your form, you have developed a perfect employee performance appraisal [http://www.groteconsulting.com/services/performance-appraisal/index.asp] form.