This Personnel Development form is used by employers to evaluate an employee's performance and to devise a development plan to maximize the employee's potential. The form is provided to an employee to assess his or her performance and potential. The employee's supervisors also review the form and provide feedback regarding the employee's performance and potential. Completed forms are kept by the human resources department of the company and used for personnel development purposes. This document is a useful tool for any company or employer.
This Personnel Development form is used by employers to evaluate an employee's performance and to devise a development plan to maximize the employee's potential. The form is provided to an employee to assess his or her performance and potential. The employee's supervisors also review the form and provide feedback regarding the employee's performance and potential. Completed forms are kept by the human resources department of the company and used for personnel development purposes. This document is a useful tool for any company or employer. Development Program Confidential (To be sent in closed envelope) Employee Name Personnel No. Date of Birth Date Hired Position Date Appointed Department Location Supervisor Supervisor’s Superior Reviewed Year Date 1. Employee’s responsibilities 2. Main tasks and results achieved (during the past year) 3. Training 3a. Completed Training Did not meet Met Exceeded expectations expectations expectations 1. 2. 3. 4. 5. © Copyright 2013 Docstoc Inc. registered document proprietary, copy not 2 Development Program 3b. Future Training & Development Measures (also task assignments for development) Questions 4-9: ET Web section To be filled out directly in ET Web for 1-3 positions. To be filled out in paper version for all staff employees who are not in ET Web. 4. Performance & Potential 4a. Overall performance rating & outstanding contribution Comments on extra contribution, self-development and above-average initiative taken to improve business performance. Explanation is mandatory for EP, UP, NR Ratings! EP VGP GP RP UP NR EP = Excellent Performance. VGP = Very Good Performance. GP = Good Performance. RP = Reasonable Performance. UP = Unacceptable Performance. NR = (not rated) = insufficient knowledge to make a judgment. 4b. Performance & Potential (Supervisor’s view) 4c. Performance & Potential (Supervisor’s superior’s view) © Copyright 2013 Docstoc Inc. registered document proprietary, copy not 3 Development Program 4d. Performance & Potential (Employee’s view) 5. Position requirements Update position requirements in respective documents to fit actual and future job contents: - Job description updated? Yes / No - Qualification Matrix updated? (See 3. Training) Yes / No - ET Web position requirements updated? Yes / No (only for tier 1-3 positions) 6. Competency Rating Rating to scale 1=basic, 2=advanced, 3=expert, 4=trainer (as in Qualification Matrix) Choose and evaluate the respective set of competencies as differentiated below: Either for positions tier 1-3 or for other staff positions: Competencies Management (for positions tier 1-3: CO. Competency Framework) Results orientation Grade Functional Expertise Grade Entrepreneurial business practice Professional expertise Quality & Continuous improvement Methods Customer orientation Up-to-date knowledge Decision making Experience in related fields Perseverance Job related IT skills Performance Enhancement Analytical Approach Grade Communication Grade Analysis & Judgment Information flow Complex task planning Team spirit Creativity Feedback Strategic focus Empowerment & Motivation Ability to learn Intercultural sensitivity Flexibility & Change Management Networking in the organization Personality Grade Leadership Grade Self-Confidence Target-setting Reliability Delegation Self-evaluation Responsibility Initiative Assertiveness Persuasiveness Values & Business ethics Resilience Vision Additionally, evaluate area specific skills (QM-Skills, HR-Skills, LG-Skills) as stated in ET Web. If done on paper, please use the back of this page or type the skills and rating here below. © Copyright 2013 Docstoc Inc. registered document proprietary, copy not 4 Development Program Competencies Staff (for staff positions other than tier 1-3) Grade Grade Quality & Continuous improvement Analysis & Judgment Cost control Initiative & Motivation Efficiency & Results Creativity Customer orientation Ability to learn Decision making Information flow Team spirit Time-/Self management Resilience Presentation skills Job specific: Foreign Languages If there is need for improvement please return to "3. Training.” 7. Language Skills Language Level 1= basic, 2= advanced, 3= fluent, 4= native/bilingual 8. Mobility 9. Succession planning Next planned position(s) for employee Readiness code Readiness date Successor(s) planned for employee’s position Readiness code Readiness date NR: Not ready RI: Ready immediately RM: Ready mid-term RL: Ready long-term Not ready to move in Ready now or within the next Ready in 6 - 18 months Ready after 18 months foreseeable time 6 months 10. Feedback from the employee to the supervisor Employee feedback regarding the supervisor in relation to, for example, motivation, leadership, communication or other? 11. Conclusions & next steps 12. Does the employee give a separate statement to these records? Yes / No © Copyright 2013 Docstoc Inc. registered document proprietary, copy not 5 Development Program This document is highly confidential and may only be stored and copied by the HR Department! Employees can obtain a copy from the HR department upon request. 13. Signatures Employee ................................................ Date ............................. Appraiser ................................................ Date ............................. Appraiser’s Date ............................. Superior .................................................. Guidelines for a successful Staff Dialogue: How to use the staff dialogue form: The staff dialogue form serves for the documentation of the dialogue results. It contains highly confidential and personal information and must therefore be handled accordingly. For staff dialogue preparation purposes, the staff dialogue form is at disposition with guidelines on its use on the intranet, in the CES. During the staff dialogue, the supervisor fills in the form and has the responsibility to assure a fair an open staff dialogue. The sections 4-9 can be filled out in ET Web directly for the respective positions. In case of differing opinions, the employee has the opportunity to attach his or her opinion or comments on a separate paper. How to answer the Staff Dialogue questions: Field 1): Employee’s scope of responsibility: List type and scope of responsibility during the period subject to this dialogue. “1. Responsibility” focuses generally on responsibility for technical, managerial or personnel issues, instead of single tasks and projects. Responsibility should be defined in the most clear and plain way, even if this is the first dialogue. “1. Responsibility” should connect daily business responsibility with the job description. In case of significant changes of responsibility compared to the last staff dialogue, an amendment of the job description can be necessary and shall be conducted at the same point of time. Field 2): Main tasks and results: Employee’s performance in completing tasks and obtaining results for his/her objectives, also in dealing with changes. The main tasks the employee worked on during the reviewed period, should be mentioned here and put down as bullet points. For each point comment on level of results and reasons for those results. Furthermore, it shall be discussed and documented, to which extent the requirements stated before were fulfilled, exceeded or, maybe, not fulfilled. © Copyright 2013 Docstoc Inc. registered document proprietary, copy not 6 Development Program Please note: It is not intended to just refer to the incentive agreement. The incentive agreement encompasses particular aspects of what the employee is expected to accomplish during a 6 months period. The staff dialogue, however, wants to discuss the development of tasks and responsibility during the timeframe of a whole year and in a more general view. Possible questions: What were the specific objectives and tasks/projects the employee worked on during the period subject to this dialogue? Were all described jobs done, or, were the objectives reached, exceeded or possibly not reached (e.g. quality, cost, results, deadlines etc.)? Are there any tasks left? Which factors did particularly influence on the results (employee’s capabilities, market conditions, organizational environment etc.)? Field 3a): Completed Training: By a short review, discuss the competed training measures of the last year and the benefit obtained for current and future tasks. Also check if any training has been planned and not realized or has been planned and cancelled. What were the reasons and the cost involved? Does it need to be re-scheduled? Field 3b): Future Training & Development Measures: List training measures planned for the coming year and consider not only training courses but also internal training (by colleagues), development assignments or job rotation. Set priorities as in which timeframe the training shall be completed. Field 4a): Overall performance rating: This section should include comment on extra contribution, self-development, initiatives undertaken, etc. Furthermore, give a picture of the overall individual performance and where appropriate, team contribution. Comment is mandatory for EP, UP and NR assessments, in order to explain, which reasons led to this rating. Field 4b): Performance & Potential: Supervisor’s assessment of the employee’s professional development and potential. Specific functions in the company, which could possibly be reached by the employee, should be named here (if possible, with functional grade). This assessment is based on the statements given so far concerning the performance and the competencies of the employee. The assessment found is a statement from today’s point of view, which may change depending on performance. The employee can be nominated as a successor for possible future positions in section “9. Candidacies”. Nomination as Business or Group Potential: See Standard S7B 111-0 on Management Development for detailed explanation on purpose and criteria of Business or Group Potential nominations. Nominations have to be confirmed by Corporate Management. Field 4c): Performance & Potential: Supervisor’s superior’s assessment of the employee’s professional development and potential. Nomination as Business or Group Potential: See Standard S7B 111-0 on Management Development for detailed explanation on purpose and criteria of Business or Group Potential nominations. Nominations have to be confirmed by Corporate Management. Field 4d): Employee’s ideas concerning his professional development, in particular willingness to change into a new function/responsibility or a transfer to a different location or © Copyright 2013 Docstoc Inc. registered document proprietary, copy not 7 Development Program project. Furthermore, the employee can present his ideas on income questions. The appraiser makes sure that the topics mentioned here by the employee will be contributed to a discussion with the next higher Management level and the HR organization at a later point of time. Field 5): Position Requirements: Compare actual position requirements with those stated in the job description, the Qualification matrix (P7B101-0 0F119) and in ET Web (if applicable) and update those accordingly. Refer also to the responsibilities as stated in “1. Responsibilities” and to “3. Training” as a change in position requirements may implicate additional training. The position requirements stated in ET Web will serve as reference for the individual competency rating of each employee thus indicating strengths and development needs in the personal profile. Rating Scale (as in Qualification Matrix): 1=basic, 2=advanced, 3=expert, 4=trainer, mentor Questions: What is the focus of the current function? Will there be new tasks in the coming year? Are the position requirements balanced in terms of local and regional responsibility? Does the employee have the expertise to exercise all tasks as stated in the substitution regulation? Has the level of required expertise possibly decreased because of organizational changes? Field 6): Competency Rating: Rate the employee’s competencies with regard to the current function. The level of expertise can exceed the current position requirements which suggests a functional development of the employee. The competency rating in ET Web can be used to test qualification for a possible future position (Gap report). See “CO. Competency Framework” (S7B102-0) for detailed description of each competency. Field 7): Language skills: List language skills with the respective level of expertise. Indicate your mother tongue with 4 (native/bilingual). Levels 1= basic, 2= advanced, 3= fluent, 4= native/bilingual Field 8): Mobility: Explain if, and under which conditions the employee is open to work abroad. State also restrictions on mobility, e.g. time or a certain geographic area. Field 9): Succession planning: Succession planning is mandatory for tier 1-3 positions. It encompasses the possible future position(s) for the employee and looks also at possible successors for the employee’s position. Each of these nominations is to be validated by a readiness date and code. The readiness code and the readiness date indicate when the employee might be ready to take over the new function. This judgment can change in the course of time and shall be kept updated as training measures or development measures come into effect and may thus change the original planning. Succession candidacies have to be confirmed in the Management Development Review. For detailed information on this procedure see: Management Development S-7B111-0. © Copyright 2013 Docstoc Inc. registered document proprietary, copy not 8 Development Program Field 10): Feedback from the employee to the supervisor: Here the supervisor is given the opportunity to receive feedback on how their relation is seen by the employee. This feedback must be fair and constructive relating to recent examples. It can also involve topics that were part of the Employee Survey which is conducted anonymously. After all, this is the summary of this Staff Dialogue concerning the tasks, objectives and improvement for the future. A detailed working and objective planning is not the subject of these records, but the content of separate objective discussions and agreements (if necessary, refer to existing objective or project agreements). Please see also section 7 where reference is made to individual Training & Development Measures. Field 11): Conclusions & next steps: Measures planned in order to follow-up or improve the statements made before. Employee and supervisor recognizes for which measures and their realization they will take over responsibility and are thus enabled to adapt his personal planning. The measures stated must be transparent and clearly defined. They can include a possible consecutive step (change of tasks/transfer), in particular the point of time when that change can come into effect. In case of a change in income, it can be agreed upon and documented here. Training for the creation of new competencies should be stated under “3. Training”. The statements made under “4. Performance & Potential” and “9. Succession Planning” reflect an expected development from today’s point of view and may change in the course of time. Possible questions: Which objective setting and accentuation do the future tasks have? How shall priorities be set in future? Are teamwork improvements or communication improvements between employee and his/her superior, or within the team, possible? Are internal or external customers demanding improvements? Field 12): Separate statement: In case the employee does have a different view on statements and assessments made by the appraiser or the appraiser’s superior, section “11. Separate statement” offers the opportunity to express any contrary view. If necessary, an additional sheet can be attached. Field 13): Signatures: By signing this staff dialogue sheet the employee and the appraiser and the appraiser’s superior confirm that the entire staff dialogue has been conducted in a fair and open way. In case the employee does have a different view on statements and assessments made by the appraiser or the appraiser’s superior, section “11. Separate statement” offers the opportunity to express any contrary view. In any case it is required to have the staff dialogue form signed by all parties. © Copyright 2013 Docstoc Inc. registered document proprietary, copy not 9 Development Program
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