PLAN OF ACTION FOR PERFORMANCE APPRAISAL
PLAN OF ACTION FOR PERFORMANCE APPRAISAL
INTRODUCTION Nearly all organizations seek to monitor the job performance of their members through an evaluation system. Employees who perform their jobs well are usually rewarded and those who do not are penalized. Although all organizations have adopted methods for personnel appraisal, their effectiveness is still a matter of dispute. Performance appraisal may be measured by quantitative and qualitative aspects of the job performance, against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation, judgment, health, and various other aspects of jobs. Thus performance appraisals is the assessment of employee performance in past, to improve his future performance. PLAN OF ACTION FOR PERFORMANCE APPRAISAL 1. Design a legally valid performance review process The law requires that performance appraisals be: job-related and valid; based on a thorough analysis of the job; standardized for all employees; not biased against any race, color, sex, religion, or nationality; and performed by people who have adequate knowledge of the person or job. Be sure to build in the process, a route for recourse if an employee feels he or she has been dealt with unfairly in an appraisal process, e.g., that the employee can go to his or her supervisor's supervisor. The process should be clearly described in a personnel policy. 2. Design a standard form for performance appraisals Include the name of the employee, date the performance form was completed, dates specifying the time interval over which the employee is being evaluated, performance dimensions (include responsibilities from the job description, any assigned goals from the strategic plan, along with needed skills, such as communications, administration, etc.), a rating system (e.g., poor, average, good, excellent), space for commentary for each dimension, a final section for overall commentary, a final section for action plans to address improvements, and lines for signatures of the supervisor and employee. Signatures may either specify that the employee accepts the appraisal or has seen it, depending on wording on the form. 3. Schedule the first performance review for six months after the employee starts employment Schedule another six months later, and then every year on the employee's anniversary date. 4. Initiate the performance review process and upcoming meeting
Tell the employee that you're initiating a scheduled performance review. Remind them of what's involved in the process. Schedule a meeting about two weeks out. 5. Have the employee suggest any updates to the job description and provide written input to the appraisal Have them record their input concurrent to the your recording theirs. Have them record their input on their own sheets (their feedback will be combined on the official form later on in the process). You and the employee can exchange each of your written feedback in the upcoming review meeting. (Note that by now, employees should have received the job descriptions and goals well in advance of the review, i.e., a year before. The employee should also be familiar with the performance appraisal procedure and form.) 6. Document your input -- reference the job description and performance goals Be sure you are familiar with the job requirements and have sufficient contact with the employee to be making valid judgments. Don't comment on the employee's race, sex, religion, nationality, or a handicap or veteran status. Record major accomplishments, exhibited strengths and weaknesses according to the dimensions on the appraisal form, and suggest actions and training or development to improve performance. Use examples of behaviors wherever you can in the appraisal to help avoid counting on hearsay. Always address behaviors, not characteristics of personalities. The best way to follow this guideline is to consider what you saw with your eyes. Be sure to address only the behaviors of that employee, rather than behaviors of other employees. 7. Hold the performance appraisal meeting State the meeting's goals of exchanging feedback and coming to action plans, where necessary. In the meeting, let the employee speak first and give their input. Respond with your own input. Then discuss areas where you disagree. Attempt to avoid defensiveness; admitting how you feel at the present time, helps a great deal. Discuss behaviors, not personalities. Avoid final terms such as "always," "never," etc. Encourage participation and be supportive. Come to terms on actions, where possible. Try to end the meeting on a positive note. 8. Update and finalize the performance appraisal form Add agreed-to commentary on to the form. Note that if the employee wants to add attach written input to the final form, he or she should be able to do so. The supervisor signs the form and asks the employee to sign it. The form and its action plans are reviewed every few months, usually during one-on-one meetings with the employee. 9. Nothing should be surprising to the employee during the appraisal meeting
Any performance issues should have been addressed as soon as those issues occurred. So nothing should be a surprise to the employee later on in the actual performance appraisal meeting. Surprises will appear to the employee as if the supervisor has not been doing his/her job and/or that the supervisor is not being fair. It is OK to mention the issues in the meeting, but the employee should have heard about them before. WRITING PERFORMANCE REVIEW ACTION PLANS Writing performance review action plans may feel tedious, but it's essential to do them right so your employees know exactly what is expected. Instead of seeing this task as a burden, try to imagine you are saving yourself time later-a well-written action plan can save you many hours of explaining goals in the future. To simplify the process, follow these tips for writing performance review action plans: Write Out Specific Goals Set Deadlines Provide Measurable Benchmarks Establish a Reliable Documentation Process Present Incentives Detail Punitive Action for Poor Performance
FORMAT FOR WRITING PERFORMANCE APPRAISAL Guidelines:1 Define the purpose of assessment 2 Decide as to which groups are to be assessed 3 Select and define the qualities to be assessed on a Five point Rating scale. 4 Include the following areas - Quality of performance - Quantity of work - Quality of work - Mental qualities - Ability to learn - Adaptability - Originality - Reasoning powers - Supervisory qualities - Leadership
- Organizing ability - Cooperation - Personal qualities - Honesty - Self control - Initiative - Appearance - Attitude towards fellow workers - Attitude towards work - Capacity for further development - Intelligence - Acceptance of responsibility - To lead a group
Remarks & Signature of supervisorDate: SAMPLE STAFF PERFORMANCE APPRAISAL FORMAT
Signature of student Date:
The purpose of this appraisal form is to provide a written record for the staff member and his or her supervisor on the nature of the former’s job and his or her performance in it. Supervisors are urged to be frank in their evaluations both for the benefit of the staff member and for the accuracy of this appraisal record. This appraisal will become a part of the staff member’s personal file.
Registered Nurse – Performance Appraisal Appraisal Score Employee Information Name: Job Title: Division: Department: Overall Score: / 5.0
Review Period Evaluation Date: Review Period: Evaluated by: Job Description Incumbent in this class performs process duties related to providing public health nursing care to patients in a variety of community and clinical settings. Responsibilities include taking patient histories, performing triage, providing assessments, and administering medications. Instructions The first section below consists of the individual annual goals developed for this employee for the past year. Please evaluate the degree to which the goals were achieved. The sixth section below is where you should document the employee’s individual goals for the coming year. The employees’ achievement of these individual goals will be evaluated in following year’s performance appraisal. Core Competencies Summary Core Competencies Score: Leadership Job Competencies Summary Job Competencies Score: Interpersonal Skills Customer Focus Score: 0 1.2 2.5 3.8 5.0 From: To:
Eg.12 Lead ECG Summary 12 Lead ECG Score: Order entry Equipment Skin preparation Electrodes Lead attachment ECG machine Quality ECGs and troubleshoot Past Performance Goals Score: 0 1.2 2.5 3.8 5.0
Leadership Creates an environment where employees are encouraged to challenge themselves to meet attainable goals.
Employee Score: Manager Score: Outstanding Exceeds Expectations Meets Expectations Below Expectations Needs Improvement
/5.0 (100 %)
Self: Comments: Development Plan: /5.0 (100 %)
Employee Score: Manager Score:
Is sensitive to the needs, feelings and capabilities of others. Approaches others in a nonthreatening and pleasant manner, and treats them with respect. Excellent interpersonal skills. Always deals with others in a pleasant and respectful manner. Displays sensitivity to the needs and concerns of others. Very good interpersonal skills. Deals with others in a pleasant and respectful manner. Displays sensitivity to the needs and concerns of others. Good interpersonal skills. Usually deals with others in a pleasant and respectful manner. Considers the needs and concerns of others.
At times, needs to be more sensitive to the needs, feelings and capabilities of others. Has not always dealt with others in a pleasant and respectful manner. Does not display good interpersonal skills, and often treats others with a lack of respect. Self: Comments: Development Plan:
Employee Score: Manager Score:
/5.0 (100 %)
Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. Even the best people may have only a few towering strengths, and some very good people have none. The Learner is outstanding in this area, a model, one of the best you've ever seen – people might seek out this person for guidance in this area. A rare skill; a gift; anyone who knows this person would rate this as a 'Towering Strength'. The Learner has notable strength in this area; better than most. The Learner could be a coach in this area. Might select this person for a team just for this special talent. A clear majority of people who know him/her would agree with this rating. The Learner does what is expected; about like most others. If everyone performed this well on key skills, the organization would be competent and successful. Different raters might disagree on the rating; some seeing it as a talent, some as a weakness. Almost everyone has a few of these, i.e. not always up to standard on everything. The results have fallen short, and opportunities have been missed because of this weakness. The Learner is working on improving this competency. With normal development, this could be raised to at least "Skilled/OK". There is serious, pressing need to improve in this area; it is hurting performance. The Learner doesn't understand this area, doesn't accept the need, or doesn't know what to do about it. It remains an issue; his/her career could be stalled or stopped. Almost everyone who knows him/her would agree with this rating.
Self: Comments: Development Plan:
12 Lead ECG Score: Rating S-Satisfactory; N-needs more practice; U-unsatisfactory Method of Verification W-Observe in Work; S-Observe simulation; T-test; O-Other Competency Method of Date Rating Comments: Verification Observed Assures proper documentation of order & entered into Order Entry. Is familiar with the equipment. Demonstrates proper skin preparation. Properly attaches electrodes by assuring they are placed in the correct intercostal spaces Correctly attaches leads Shows ability to properly operate the ECG machine and properly enter required data, using the M number correctly Demonstrate the ability to obtain quality ECGs and troubleshoot those of poor quality. New Performance Goals Milestone
/5.0 (20 %)
Initials Score /5.0 (15%)
(20%) (10%) (15%)
Development Plan Development Objectives Title:
Due: Manager Summary Comments
Employee Summary Comments
By signing below, I am indicating that I have read and understood this evaluation. Signatures Employee: Direct Manager: Succession Planning Potential for Promotion Rate this direct report on his/her readiness for promotion by choosing the best option from the list. High Potential – potential to move up 2-3 levels. Promotable – potential to move up 1 level. Well placed in current role. Needs development in current role. Not acceptable in current role. Too new to rate. Immediate – ready for promotion. Within 1 year. Within 2 years. Greater than 2 years. Too new to rate. Date: Date:
Timing of Next Promotion Rate this direct report on his/her readiness for promotion by choosing the best option from the list.
Risk of Leaving Rate this direct report's risk of leaving the organization by choosing the best option from the list. Reason for Leaving Choose the best option from the list to describe why you think this direct report may leave the organization Approaching retirement. Lack of growth opportunities. Returning to school. Dissatisfied with compensation. Other reason. Not applicable. None – not likely to leave. Low – likely to leave within 5 years. Medium – likely to leave within 1 year. High – likely to leave within the year. Too new to rate.