Performance evaluation form
Employee name
location
department
Employee number
Reasons for performance appraisal: poor performance of annual regular promotion, end of salary period, etc.
Employee's current time
Time of last assessment
Formal evaluation date and time
Note: Please carefully evaluate the performance of employees according to the existing requirements of their work. Please tick the small box that represents the employee's performance level. If the performance level is not appropriate, please mark it as "Not Applicable". Please check the employee's job performance score according to the grade shown in the scale and fill it in the corresponding score filling box. Add up all the scores and get the final job performance result.
Evaluation grade description
O: Outstanding performance in all aspects, obviously much better than others.
V: Very good job performance, which obviously exceeds the requirements of the position in most aspects. The work performance is of high quality and has been so during the evaluation period.
G: Good is a competent and reliable work performance level, which meets the requirements of work performance.
I: There is a defect in one aspect that needs to be improved, and it needs to be improved.
U: Unsatisfactory performance is usually unacceptable and must be improved immediately. Employees whose performance evaluation level is at this level cannot get a raise.
N: not rated. The criteria in the performance evaluation table cannot be used, or the criteria are too short to draw a conclusion.
General job performance evaluation factors, evaluation scale, evaluation facts or opinions
Alternate ranking method of accuracy, thoroughness and acceptability of work completed by quality: rank employees according to one or more performance characteristics, and the best performance is excluded, because it is easier to pick out the best performance and the worst performance, so alternate ranking method is one of the most widely used performance evaluation methods.
Operation method (best, worst; Second best, second worst):
(1) List all subordinates who need to be evaluated, and cross out the list of people who are not familiar with it and cannot be evaluated;
(2) indicate on the form which employee should be ranked first and which employee should be ranked last in a certain performance characteristic being evaluated;
(3) Choose the best and the worst among the remaining employees;
(4) And so on until all employees who need to be evaluated are arranged in the table. Paired comparison method: this method makes the ranking more accurate, and it needs to compare each employee with other employees according to each performance evaluation factor (such as the quantity and quality of work).
(1) Draw a table, with the employees being evaluated on the horizontal axis and the objects being compared on the vertical axis (all listed), and list all possible employee matching situations on each evaluation factor;
(2) According to a certain performance factor (represented by+and-), mark the better employees in the match;
(3) Add up the total number of+signs obtained by each employee. Critical incident method: the supervisor records the very good behaviors or very bad behaviors (critical events) of subordinates in their work activities, and then every six months or so, the supervisor and subordinates face to face to discuss the latter's work performance with the recorded events as an example.
Its advantages
(1) provides managers with some exact facts about the performance of employees, which is convenient to explain their evaluation results of employee performance to subordinates;
(2) It ensures that managers will consider the performance of subordinates throughout the year, so that performance evaluation reflects not only the performance of employees;
(3) Records of key events can also provide supervisors with some concrete examples to tell subordinates how to eliminate their performance defects. However, without some quantitative evaluation results, this method is not so effective in comparing employees or making salary decisions.
disadvantaged
(1) Not all managers have the same definition of what is a critical event;
(2) Take time to write down the performance and evaluation of each employee every day or week;
(3) It may make employees pay too much attention to what the boss wrote, so they are afraid of the manager's little black book. Descriptive table method-performance improvement plan: when writing performance evaluation, it is always in descriptive language format. Evaluate the progress and development of employees:
(1) Evaluate the work performance of subordinates for each performance factor or skill;
(2) Write down key performance examples;
(3) Develop a performance improvement plan. Behavior anchoring rating evaluation method: A quantitative scale is explained or anchored by using some specific descriptive cases about good performance and bad performance, which combines the advantages of descriptive critical event evaluation method and quantitative rating evaluation method (an evaluation tool similar to graphic rating), that is, quantitative rating+corresponding critical events. The steps are as follows:
(1) Get key events. First, please ask someone who knows a certain position well (the person in charge of the position and his supervisor) to describe some key events that represent the performance of the position;
(2) Develop performance dimensions. Then these key events will be merged into several performance dimensions (such as 5 or 10) by the above people, and each performance dimension (such as responsibility, planning ability and organizational ability) will be defined;
(3) Redistribution of key events. Then another group of people who know the position better reclassify the original key events. They will get a defined job performance dimension and all the key events, and then all they need to do is put all these key events into the performance dimension that they think is the most suitable. If the second group has a certain proportion of people (usually 50-80%), they invest in the same performance dimension as the first group.
(4) Evaluate these key events. After describing behaviors with key events, the second group will also evaluate the effectiveness and ineffectiveness of these behaviors in each performance dimension (generally using a 7-point scale or a 9-point scale).
(5) Establish the final performance evaluation tool. For each job performance dimension, select 6-7 key events as their behavior anchors.
Example:
Three researchers designed a behavior anchor rating method for cashiers in a chain store. They collected a large number of key events, and then divided them into the following eight dimensions of job performance evaluation:
1, knowledge and judgment;
2. sense of responsibility;
3. interpersonal skills;
4. Management or receiving ability;
5. Test the organizational ability of desk work;
6. Packaging capacity;
7. Currency trading ability;
8. Observation ability.
Then they designed their own behavior anchor evaluation grade for these performance factors. They divided their work performance from poor to good into nine grades. Then they use some specific key events (such as knowledge and judgment, if the cashier knows the price of the goods, he can find the mistakes on the label of the goods, know the price of the unlabeled goods and so on. ) to clearly define or explain what a very good (grade 9) work looks like. And so on.
Advantages of behavior anchoring grade evaluation method;
(1) The measurement of work performance is more accurate;
(2) Work performance evaluation criteria are more clear;
(3) Good feedback function;
(4) There is a high degree of independence among various performance evaluation elements; Avoid a high score in one dimension, resulting in high scores in all dimensions.
(5) It has good consistency and high reliability, that is, when different evaluators evaluate the performance of the same person, the conclusions are basically similar. Management by objectives: managers are required to formulate a set of specific work objectives for each employee to measure, and regularly review the completion of the objectives with employees. In order to establish a practical management plan by objectives, they need to work with their subordinates to set goals. And provide them with regular feedback. However, target management usually refers to a complex target setting and evaluation system covering the whole organization. This evaluation method mainly includes six implementation steps:
Steps of target management:
(1) Formulate organizational objectives: formulate the work plan for the next year and determine the corresponding objectives of the company;
(2) Setting departmental goals: After knowing the company's goals (such as a 20% increase in profits), the heads of departments should work with their superiors to set their own departmental goals;
(3) Discuss departmental goals: discuss departmental goals with subordinates (departmental plenary meeting) and ask employees to set their own personal work goals initially.
(4) Definition of expected results (determination of personal goals): Department heads and their subordinates jointly set short-term personal performance goals.
(5) Work performance evaluation: the department head compares the actual work performance of each employee with his pre-agreed personal work goals.
(6) Providing feedback: Department heads discuss and evaluate employees' achievements in achieving goals with their subordinates.
Table 1 Main management activities and their structures
Planning, organizing, leading and controlling
Top 28%36%22% 14%
Intermediate layer 18%33%36% 13%
Base15% 24% 51%10%
Possible problems in the application of target management;
(1) The goal is not clear enough to be measured. For example, training is better, and four subordinates are promoted this year, which is measurable.
(2) Management by objectives is time-consuming: setting goals, measuring the progress of employees to achieve goals, giving feedback to employees, etc. This will lead to spending at least a few hours on each employee every year, which usually exceeds the time you have spent evaluating the performance of employees before;
(3) The process of setting goals with subordinates will become a war of words. This requires a good understanding of the position and the ability of employees. Because if you want to motivate employees to achieve job performance, you must make the goal itself not only fair, but also achievable by employees. The more you know about your subordinates' abilities, the more confident you are in setting performance standards.