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Employee Performance Appraisal: 5 Steps to the Ideal Appraisal Form

Conventional wisdom says that there is no perfect employee performance appraisal form. And with so many unfortunate examples of evaluation forms, the conventional wisdom could almost seem right.

It’s not. There is an ideal template for the employee performance evaluation form. And getting the form right is essential to effective employee performance management, as the appraisal form is the lightning rod that not only attracts everyone’s attention, but also focuses organizational energy on the highest priority issues. An ideal form 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 evaluation form focus on the “how” of the job, the way the individual achieves his results. Here we identify and assess competencies: the behavioral elements of work. To begin, top management must identify a small number, usually about half a dozen, of the competencies expected of every member of the organization, regardless of the individual’s job or level in the company. Because they apply to everyone, these universal or organization-wide cultural competencies can include attributes such as:

• Customer focus

• Communication skills

• Learning and Continuous Improvement

• Team player

• Interpersonal skills

The other behavioral element of evaluating the performance of a perfectly rated employee is job-specific competencies. The talents and skills required to succeed as a professional individual contributor, such as a programmer, accountant, or engineer, are not identical to those needed to succeed in a leadership job.

In professional positions, skills such as analytical thinking and achievement orientation may be essential, while in leadership positions, greater emphasis may be placed on the development and recycling of talent and on the skills of directing and commanding people. Of course, there will be overlaps: technical skills and decision-making competencies are important in both families of jobs. But the ideal employee performance evaluation form 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 on an evaluation form for an operator position; it is better 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 rocks 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 Evaluation Form for the manager and employee to identify in simple verb/noun form the most important responsibilities of the job holder: evaluating patients, ensuring customer satisfaction, training operators, develop marketing plans, sell shoes, etc.

Few jobs have more than half a dozen key job responsibilities. If more come to mind, you’re probably listing minor chores and duties that are done to fulfill a key responsibility.

Main Goals and Projects

Goals and big projects represent the other half of those elements that cover the results aspect of a job. Goals are great things. They go well beyond the key job responsibilities listed in the job description; well beyond the predictable cheaper/faster/better expectations.

In truth, real goals are transformative: they are visionary and long-term. They transform the nature of the job itself. “Keep the network running,” for example, is a well-established key job responsibility. By comparison, “Developing a system that eliminates network failures” is a formidable task. goal that will totally alter the nature of a network administrator’s job.

Many people in an organization also take on projects or special assignments over the course of a year, in addition to their specific job description duties. Too often, your contributions are not mentioned in your annual evaluation. The objectives and main projects part of the form is also the place for the evaluation and recognition of these contributions.

achievements and accomplishments

The final element of an ideal employee performance appraisal form is the one that research suggests is the most important: a brief enumeration 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 on a person’s unique strengths than from attempts to reinforce deficiencies.

There’s your perfect form: two sections dealing with specific organizational and job competencies, two more concentrating on key job responsibilities and goals, and a final summary of the most important things the individual did to promote the mission, vision and values ​​of the organization. When he has those elements in his form, he has developed a perfect appraisal of employee performance. [http://www.groteconsulting.com/services/performance-appraisal/index.asp] shape.