Employee performance review form

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					Employee performance review form

In today's ultra-competitive business environment the demand for qualified talent is
greater than ever. As the workplace continues to change, it becomes apparent that
successful organizations are those that can attract, retain, develop, and lead a diverse

A major driving force behind retaining good employees is maintaining high morale in
the workplace. Yes, it is important to have strong management and leadership in any

But, what process do fast-growth companies utilize to account for performance goals,
improve morale, develop and recognize employee achievement to ensure both
managers and employees are performing at their best?

To often, front line managers do not have a formally defined process which supports
their company's performance management strategy. When this process is missing or
fragmented, companies place themselves at risk: conflicting expectations regarding
roles and goals, lack of standardized methods and unclear communication can create
significant ramifications.

Also, the company image, relationships between the managers and employees, as well
as the quality of work is impacted. This can lead to a decrease in employee morale
and job satisfaction, which ultimately impacts the long-term growth and success of
the organization.

This article defines a simple, yet highly-effective proven process for developing and
retaining some of your company's most important assets: your employees.

Step 1 - Define the results you want to achieve by implementing the process.
Some examples would be: to foster an environment of open, honest communication,
to communicate both company/department goals and objectives, to establish
performance standards and to create a feedback loop between management and

When results are documented and used as the framework to reference to employees,
management now has a clear perspective on what needs to be done to move forward
in creating the entire process. All employees benefit because everyone is on the same
page, and can now identify company goals and objectives.

Step 2 - Set company goals and objectives, and determine what is required by
employees to achieve these goal and objectives. Recognize, in many cases the vast
majority of supervisors and managers are unaware of the importance of goal setting
and the power of goal-oriented management.

By defining company goals and objectives, you not only give employees a target to
identify, you create a platform for dialogue between management and employees to
observe what goals are being met, and what must be done to ultimately achieve all
goals. By linking goals from executive management down through to rank and file
employees, everyone identifies the big picture and ultimately what must be
accomplished to sustain the organization's growth and profitability.

Step 3 - Document the performance expectations. Define performance expectations
in a simple, easy to read format that includes performance categories - usually no
more than six major categories are necessary. Categories may include quality and
quantity of work, attendance/punctuality, teamwork, safety and communication.
Certain categories, such as quality and quantity of work, must be measurable. The
benefit of implementing measurements within expectations is the company will move
one step closer to establishing clearly defined standards.

These measurements can be linked to department/company goals, incentive pay, an
existing compensation model and consideration of certain employees for promotion
within the organization. In addition to defining formal performance expectations,
create an absentee calendar and communication log form.

The absentee calendar form is used to document attendance and punctuality, while the
communication log form serves as the medium where communication between the
manager and the employee, regarding performance, is formally documented.
Consistent use of both forms by management provide a means to document
performance in real time.

Step 4 - Create and utilize an employee performance review form with a
performance planner. The employee's performance review will give both the
manager and the employee a snap - shot of the employee's overall performance over a
specific time-frame. What's important about the employee performance review is it
reinforces what the expectations are, if they were achieved and where the employee
scores in relationship to his/her peers in the workgroup.

The performance review can have either a sliding points measurement or can be
defined in terms of outstanding, above average, average, unacceptable or not
observed. Managers should always document and retain on record, the employee's
performance as it relates to both expectations and company goals.

The benefits of accurate documentation are many. Not only will the company have an
accurate record of both good and bad performance, but should any legal issues arise
(discrimination, wrongful termination, unfair promotion), the documentation serves as
a reference point to all parties involved - the facts are all there.

Also, integrating a performance planner on the backside of the employee performance
review serves an important purpose. It answers two big questions; "How am I doing?"
"Where do I go from here?" The performance planner should include performance
areas where improvement is needed, knowledge, skills, or abilities that must be
developed to result in the improvement.

There should also be an area to document development activities/assignments (these
are the planned activities for addressing the areas of need) and finally, projected
implementation/completion dates. Verify both the manager and the employee sign and
date days of discussion.

Step 5 - Organization, timing, frequency and scope Organization of the
aforementioned documents and forms is easy. To make management of this process
even easier, visit your neighborhood office supply store and purchase a six-sided
classification folder (Globe-Weis Part #PU561GRE). The folder provides ample space
for all individual employee documents and forms.

A recommended format layout of all documents is listed as follows:

Flap 1 - Employee Performance Review and a formal Performance Planner Form
Flap 2 - Performance Expectations - current and yearly (This should be there when
you hire new employees also)
Flap 3 - Calendar showing attendance history - yearly
Flap 4 - Communication log forms
Flap 5 - Documentation defining company goals and objectives
Flap 6 - Letters of Recognition, Awards, Certificates, Etc.

Timing the process begins once the decision is made by executive management to
amend its current performance management strategy. Once the first drafts are
completed, the assigned management team reviews and approves or rejects all
documents prior to implementation.

Upon completing all forms, it's now time to roll out the new Performance
Management Plan. For newly hired employees, it is recommended performance
expectations, communication log forms and company goals be communicated during
the first few week of employment.

Doing this will eliminate any concerns the employees may have about their role and
job responsibilities. Once an employee is hired and depending on the job and scope of
work, employee performance reviews should be completed at least every six months.

For employees currently employed with the organization, the new plan can be phased
in with scheduled semi-annual employee performance reviews. With regard to the
scope of implementation, once the documents are completed they can simply be
reproduced for distribution throughout the company. Depending on the size of the
organization, specific performance expectations can be modified to match specific
criteria within different departments.

Remember, the key is to master the process. Once the process is implemented,
managers can then explore ways to improve content. This is what operating standard
are all about.

The benefits of implementing this process within the organization are enormous. It
serves as a tool to effectively establish and communicate performance standards
which will improve employee morale, performance and the overall quality of an
operation. It serves as a vehicle to reduce Human Resource
Management issues (discrimination, wrongful termination, unfair promotion) and
allows mid - level managers to focus on other areas of the operation without being
bogged down with "people issues". When the process is implemented throughout the
organization, it becomes much easier for new (and transferring) managers who are
assigned to take over an existing work group.

Should you need to see what the ideal internal Performance Expectations, Employee
Communications and Follow-up Forms look like, please contact me directly? Finally,
following the process helps everyone identify what's important, where the employee
stands in relationship to performance and what needs to be done so everyone performs
at their best.

After doing this with dozens of companies in North America, this is what you can do
to improve communications and execute HR functions much more effectively.

http://performanceappraisalebooks.info/ : Over 200 ebooks, templates, forms for
performance appraisal.

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