PERFORMANCE EVALUATION Management Guide The following is a standard performance review procedure that can be customized to meet the process and requirements of your company. It’s particularly designed to be provided to the company’s managerial staff. The Performance Review is a time to evaluate your employee’s performance over the past year and identify training and development needs, as well as acknowledge employee contributions. It is also a good time for a manager to review the employee’s job description to ensure that it currently reflects the job. Performance reviews can be difficult, confusing, and frustrating to write. No “perfect” evaluation format can guarantee an objective review. However, by acquiring good working knowledge of the mechanics involved, managers can write a more objective review and discuss it competently and confidently with an employee. Manager Responsibilities: Core Responsibilities of the Job: When an employee is hired, the manager should review the job requirements (preferably using a written job description) with the employee, discuss which aspects of the job are the core responsibilities and their relative importance, and discuss which aspects of the job will be evaluated in their performance review. Set Job Standards: For each major area of responsibility, the manager must outline job standards. Job standards are expected outputs, results, or behaviors, for example: error rate, volume, or speed. You may define your standards as either objectives or behaviors. Objectives are usually physical products produced, such as reports, or external events that must transpire by a specific date. For example, under a core responsibility such as typing, an objective may be to type all top priority reports in one day or less. For the same core responsibility, you may define ongoing activities or specific behavioral standards. For example, while typing the employee should proofread for sentence structure and grammar. Documenting Performance: Managers should use reports, log sheets, personal observation, complaint letters or other methods to measure and document performance. These measuring devices should accurately tell the manager the extent to which an employee is meeting his/her job standards. Whatever method is chosen, it is important that managers keep good records throughout the year, not just the few months before the review. On-Going Evaluation of Employees: It is also important that managers evaluate their employees frequently, giving plenty of feedback about their performance. One approach is to set up mini-evaluation sessions throughout the year. At these sessions, discuss perceptions about performance in each of the core areas of responsibility. Listen to the employee’s perceptions and try to clarify any differences between actual performance and desired performance. PERFORMANCE EVALUATION Management Guide Timing of the Performance Review: Your HR Representative will contact you with the performance evaluation forms during your department’s evaluation time. Let your employees know that performance reviews are coming up and provide each employee with a self-evaluation form. Give the employee a due date to return the form to you, and an expected date for the evaluation. The self-evaluation form will assist you in completing the performance review. Preparing the Performance Review: After the employee has returned the self- evaluation form, complete the Performance Review form. You are not limited to reviewing only the information that the employee has listed on their self-evaluation form, but this form will remind you about the various projects the employee completed the prior year. If possible, refer to prior evaluations to how the employee’s actual performance compared to the goals set. It is useful to write a rough draft and return to it at a later date to finish it. When writing comments, generally a short paragraph for each category will be enough. However, try to write behavioral examples that illustrate a trend or prove your rating, rather than writing a conclusion about the performance. Approvals: Once you have completed the Performance Review form, make an appointment to discuss the review with Human Resources and your manager. The evaluation must be approved before you discuss it with the employee. Performance Review Discussion: Managers will hold a discussion with the employee regarding the performance appraisal. The discussion should be held at a prearranged time in a private location free from interruptions. Employee Signature: The employee will be asked to comment on the appraisal and acknowledge it by signing the form. He or she will be given a copy of the signed appraisal. If the employee declines to sign the form, he or she should be encouraged to discuss any concerns and perhaps write a written rebuttal. If the employee still declines to sign the form, the manager should write, “employee declined to sign” at the bottom of the form, add his or her initials and the date, have the employee initial it, and give the employee a copy of the appraisal. The manager should then notify his or her manager of the situation. Provide HR with the original appraisal form for the employee’s personnel file. The appraisal will be available to you for future reference. If you have any questions, please contact the Human Resources Department for more information.
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