performance appraisal
年度考核评估Annual Performance Appraisal Form_FY14_
Performance Appraisal------------------------------------------------------------------------------------------------------------------------------______________________________________________________________________________OBJECTIVE目的The purpose of performance appraisal is to clearly communicate to the employee being evaluated, how well he/she is meeting expectations for his/her job during the specified period, and to give the employee the opportunity to discuss his/her performance with the Reporting Supervisor. The Reporting Supervisor may provide specific examples to support his/her evaluation, as well as make recommendations in relation to areas for improvement. It is alsoa formal platform to review the employee’s individual development plan and determine the learning needs and support needed to enhance individual skills and competencies.这个评估的目的是与被评估业绩的雇员进行清楚的沟通，了解其在这段指定的工作期间内的表现与所期望的相符程度，并提供员工一个可以同直接上司讨论自己业绩表现的机会。
performance management and阅读
阅读理解PERFORMANCE MANAGEMENT AND PERFORMANCE APPRAISAL Performance management aims to acknowledge employee achievements, support their personal and professional development, and motivate and empower them to perform. their work effectively. Performance management helps employees to develop their understanding, knowledge and skills so that they can contribute to the achievement of the enterprise"s goals and gain personal and job satisfaction. It is a vital part of any quality human resource system.Every enterprise wants and should expect high performance from each employee.The elements of a competency-based performance management system will, if implemented well, enable high performance which will define enterprise and personal success. Using performance management processes, an enterprise can be better placed to meet competitive challenges. This is done by:●identifying the critical positions●determining the most important competencies for those positions●providing the education, training and feedback required by employees●holding each person accountable for their resultsThe key to the performance management process is ‘performance appraisal". Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standards. It is a systematic process of feedback on an employee"s work performance, and agreement to future training plans, job goals and job aspirations.To be effective, a performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goals. Units of competency provide a very effective tool for setting benchmarks or criteria for work performance. The performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review.操作提示：正确选T，错误选F。
PERFORMANCE APPRAISAL REPORT
PERFORMANCE APPRAISAL REPORT工作表现评估报告（I）PERSONAL DETAILS / 个人简历Name / 姓名_______________________________Date Joined Company / 加入公司日期Company / 公司名称_______________________________Year/Month in Current Position /现职时间（年度/月份）Job Title / 职位_______________________________Period Under Review / 评估时限Department / 部门_______________________________Date Of Review / 审核日期（II）OBJECTIVES / 目的The prime purpose of the performanceappraisal is to :此评估的主要目的：1 Improve and strengthen the relationshipbetween appraiser and appraise. 1 改善及增强评分人及受评人的上下级关系。
2 Determine the strengths and weaknessesof the appraisee by highlighting thesuccesses and identifying areas forpotential improvement. 2 分析、确认、显示受评人的强项及弱点。
帮助受评人善用强项与改进弱点。
3 Identify training and development needsof appraisee for future higherresponsibilities. 3 标识受评人发展及训练的需要，以便日后承担公司重任。
dip付费绩效管理考核方案
dip付费绩效管理考核方案Title: The Benefits of a Performance Appraisal System Using DIP-PayIntroduction:In today's competitive business landscape, organizations are constantly exploring ways to enhance employee productivity and align individual goals with organizational objectives. Performance appraisal, also known as performance management, plays a crucial role in achieving these objectives. This article discusses the advantages and considerations of implementing a comprehensive performance appraisal system using the DIP-Pay framework, providing insights into maximizing individual performance and fostering overall organizational growth.1. Understanding Performance Appraisal:Performance appraisal is a systematic evaluation of an employee's work-related achievements and behaviors, which enables organizations to assess individual performance, provide constructive feedback, and make informed decisions regarding promotions, career development, and compensation. By leveraging a comprehensive and fair performance appraisal system, companies can optimize talent management, foster employee engagement, and drive overall success.2. The DIP-Pay Framework:DIP-Pay is a cutting-edge performance appraisal technique that focuses on a comprehensive assessment of an individual's performance, taking into account critical factors such as deliverables, impact, and potential. Thisframework offers several advantages compared to traditional appraisal methods:A. Deliverables Assessment:DIP-Pay places great importance on measuring an employee's ability to achieve targets and meet deadlines. By evaluating the quality and quantity of deliverables, organizations can gain insights into an employee's productivity and identify areas for improvement. This approach ensures that employees are held accountable for their work and incentivized to consistently deliver high-quality output.B. Impact Evaluation:Assessing an employee's impact on the organization is crucial for performance appraisal. DIP-Pay acknowledges that the significance of an individual's work extends beyond the quantity produced. It evaluates the impact an employee's contributions have on the company's overall success, including factors such as innovation, efficiency, and value creation. This holistic approach helps identify valuable talent and encourages employees to focus on results that directly impact organizational growth.C. Potential Analysis:DIP-Pay recognizes the importance of developing future leaders within an organization. By assessing an individual's potential, organizations can identify high-potential employees and nurture them for leadership roles. Utilizing various tools such as competency evaluations, career development plans, and mentoring programs, the DIP-Pay framework ensures a holistic approach to talent management, resulting in long-term organizational growth.3. Considerations for Successful Implementation:While implementing a performance appraisal system using the DIP-Pay framework offers numerous advantages, certain considerations are vital for its success:A. Transparent Communication:Effective performance appraisal requires transparent and ongoing communication between managers and employees. Regular feedback sessions, goal setting, and progress reviews should be conducted to ensure clarity and avoid misunderstandings. Employees should understand the parameters against which their performance is evaluated to foster a sense of fairness and motivation.B. Continuous Learning and Development:A performance appraisal system should be embedded within a culture of continuous learning and development. Organizations should provide opportunities for employees to enhance their skills, acquire new knowledge, and grow professionally. By investing in employee development, organizations create an environment that promotes high performance, productivity, and job satisfaction.C. Check for Bias and Fairness:To maintain the credibility of the performance appraisal process, organizations should take measures to minimize bias and ensure fairness. Training managers to conduct unbiased assessments, establishing clear evaluation criteria, and periodically reviewing the effectiveness of the appraisal system are essential steps in mitigating bias and fostering fairness.Conclusion:Implementing a performance appraisal system using the DIP-Pay framework presents organizations with an opportunity to align individual performance with organizational objectives. By focusing on deliverables, impact, and potential, organizations can optimize talent management, drive productivity, and foster long-term growth. However, the success of such an appraisal system relies on transparent communication, continuous learning and development, and the establishment of fair evaluation practices. Embracing a comprehensive performance appraisal system will empower organizations to unlock the full potential of their workforce and achieve sustained success.。
一事一议绩效考核范文模板
一事一议绩效考核范文模板English response:Performance appraisal is an important aspect of any organization, as it helps in evaluating the performance of employees and identifying areas for improvement. In my opinion, a one-on-one discussion is a great way to conduct a performance appraisal, as it allows for open and honest communication between the employee and the manager.During a one-on-one discussion, both parties have the opportunity to discuss the employee's achievements, areas of improvement, and set goals for the future. This type of appraisal encourages a two-way conversation, where the employee can also provide feedback on their own performance and discuss any challenges they may be facing.For example, in my previous job, my manager and I would have regular one-on-one discussions to review my performance. During these meetings, we would discuss myaccomplishments, areas where I could improve, and set goals for the upcoming months. This open communication helped me understand where I stood in terms of my performance and allowed me to work towards improving in areas that needed attention.Overall, I believe that a one-on-one discussion is a more effective way to conduct a performance appraisal, as it promotes open communication and allows for a more personalized approach to evaluating an employee's performance.中文回答：绩效考核是任何组织的重要方面，它有助于评估员工的表现，并确定需要改进的领域。
助攻个人工作总结英文缩写
助攻个人工作总结英文缩写Performance Appraisal and Professional Development Summary As an integral part of the company's ongoing commitment to workforce development, the Performance Appraisal and Professional Development (PAPD) summary is a comprehensive review of individual employee contributions and achievements throughout the evaluation period. The PAPD summarizes the employee's performance against the established job expectations and provides feedback on areas for improvement and growth opportunities. This summary serves as a valuable tool for both the employee and their manager in planning for future career development and setting specific performance goals.The PAPD process includes three main components:1. Performance Appraisal: A formal assessment of the employee's job performance, including a review of accomplishments, strengths, and areas needing improvement. This portion of the PAPD summary provides an objective evaluation of the employee's contributions and sets the stage for constructive feedback and goal setting.2. Professional Development Plan: Based on the performance appraisal, a personal development plan is created to address the employee's growth areas and career aspirations. This plan outlines specific actions and resources needed to support the employee's professional development, including training, mentoring, and skill-building opportunities.3. Goal Setting: The PAPD summary includes a collaborative process for setting clear, measurable, and achievable performancegoals for the upcoming evaluation period. These goals align with the employee's job responsibilities and career aspirations and provide a roadmap for continuous improvement and success.The PAPD summary is a valuable tool that supports individual career development and contributes to the overall success of the organization. By providing employees with a clear understanding of their performance and growth opportunities, the company can foster a motivated, engaged, and high-performingworkforce.Performance Appraisal and Professional Development (PAPD) is a critical process that not only evaluates employee performance but also plays a pivotal role in shaping the professional growth and development of the workforce. The PAPD summary serves as a valuable tool for both employees and managers as it provides a comprehensive overview of an employee's performance, strengths, areas for improvement, and opportunities for growth. This process is essential for creating a motivated, engaged, and high-performing workforce, ultimately contributing to the overall success of the organization.One of the key components of the PAPD process is the Performance Appraisal. This formal assessment involves an objective review of an employee’s job performance, accomplishments, and areas needing improvement. By evaluating an employee’s performance against the established job expectations, the appraisal provides a clear understanding of the employee’s contributions to the organization. It also serves as a platform for constructive feedback and open communication between the employee and their manager, enabling them to discuss achievements and challenges in a transparent and supportiveenvironment.Furthermore, the PAPD process includes the development of a Professional Development Plan. This plan is tailored to address the growth areas identified in the performance appraisal and is designed to support the employee's career aspirations. The plan outlines specific actions, resources, and timelines for the employee's professional development, such as training programs, mentoring opportunities, and skill enhancement activities. By investing in the professional development of employees, the organization not only strengthens individual capabilities but also builds a more skilled and adaptable workforce, ultimately contributing to the company's long-term success.Moreover, the goal-setting component of the PAPD process is crucial for guiding employees on their career path. Collaboratively setting clear, measurable, and achievable performance goals aligning with the employee's job responsibilities and career aspirations provides a roadmap for continuous improvement and success. These goals serve as a benchmark for performance evaluation in the subsequent periods and motivate employees to strive for excellence in their roles.The PAPD process is integral to the company's commitment to workforce development. By providing employees with a clear understanding of their performance and growth opportunities, the organization demonstrates its investment in its employees' success. It fosters a culture of continuous learning and improvement while empowering employees to take ownership of their professional development. Employees feel supported, motivated, and engagedwhen they see a clear path for their career advancement within the organization.Furthermore, the PAPD process also facilitates open communication between employees and managers, enabling them to establish a mutual understanding of performance expectations and development opportunities. This transparent dialogue fosters a positive and supportive work environment, leading to increased job satisfaction, higher retention rates, and ultimately benefiting the organization as a whole.In conclusion, the Performance Appraisal and Professional Development process is a valuable tool for enhancing employee performance, fostering professional growth, and driving organizational success. By investing in the development and support of its employees, a company can build a highly skilled and motivated workforce, which is essential for achieving sustainable growth and competitive advantage in today's dynamic business environment.。
performance-management-performance-appraisal-is-a-systematic4038
Disadvantages
Open to Rater Error Inconsistency Across Raters
Sample Trait Scales Using Absolute Standards
Rate each worker using the scales below. Decisiveness: 1 2 Very low Reliability: 1 2 Very low Energy: 1 2 Very low Loyalty: 1 2 Very low
Performance Management
Evaluator Error (Bias)
Halo/horn Harshness/strictness Leniency Central Tendency Recency Contrast- similar or dissimilar to me Anchoring- biased by prior appraisal
Performance Management
Effective Performance Evaluators should be Knowledgeable of job requirements Able to observe performance Accurate, unbiased, able to differentiate performance levels
Performance Management
Performance Appraisal Criteria Traits (focus on the Person)
Observable personality dimensions
Reliable, decisive, loyal
performance appraisal form
8. What kind of work or job would you like to be doing in one/two/five years time?
9. What sort of training/experiences would benefit you in the next year? Not just job-skills - also your natural strengths and personal passions you'd like to develop - you and your work can benefit from these.
with the measures or standards agreed - against each comment on achievement or otherwise, with reasons where appropriate. Score the performance against each objective (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent): objective measure/standard score comment
appraisal - typically these objectives will have been carried forward from the previous appraisal record) with the measures or standards agreed - against each comment on achievement or otherwise, with reasons where appropriate. Score the performance against each objective (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). Compare with the self-appraisal in A3. Discuss and note points of significance, particularly training and development needs and wishes, which should be noted in B6. objective measure/standard self-score/app'r score comment
Probation Performance Appraisal
Probation Performance Appraisal(试用期评估)（For manager use / 由直接主管填写）姓名/Employee: 部门/Department: 职位/Job Title:上司/Supervisor: 部门/Department: 职位/Job Title: 试用期/Probation Period: / / / to / / / 地区/Location:（管理人员总分低于45分，普通员工总分低于30分，不予以转正。
Employees won ’t pass the probation if the total evaluation score less than 45 for managerial position, and less than 30 for average ）⏹ 员工评述/Feedback and comments from Employee:⏹ 上司建议/Recommendation from Supervisor ⏹总评/Overall Comments转为正式员工/Suitable for permanent employment终止劳动关系/Service to be terminated（如需薪酬调整请核对员工合同并填写员工变动表/Requirement for salary adjustment please check the employee ’s contract and fill the Personnel Action Form ）⏹ 确认/Acknowledgement员工/Employee: 上司/Supervisor: 日期/Date: 日期/Date:部门主管/Department Head: 人力资源经理/Human Resources Manager: 日期/Date: 日期/Date:。
人力资源专业绩效考核管理方面英文文献及中文翻译
人力资源专业绩效考核管理方面英文文献及中文翻译Performance assessment inquiryAbstractIn the aspect of human resource management, performance appraisal methods of diversity, in the end should adopt what kind of performance evaluation method is more reasonable, performance appraisal should be by what kind of way is easier to implement and achieve the better management results, is a question worth pondering. This paper will focus on the types of performance assessment and its effect, analyze the types of performance assessment, and explore how to correctly andappropriately assess the performance, and do a good job in management.1.Performance appraisals - purpose and how to make it easierPerformance appraisals are essential for the effective managementand evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. His or her line manager appraises each staff member. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization.Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establishindividual training needs and enable organizational training needs analysis and planning.Performance appraisals also typically feed into organizationalannual pay and grading reviews, which commonly also coincide with the business planning for the next trading year.Performance appraisals generally review each individual'sperformance against objectives and standards for the trading year,agreed at the previous appraisal meeting. Performance appraisals arealso essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole.Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, andfostering positive relationships between management and staff.Performance appraisals provide a formal, recorded, regular review ofan individual's performance, and a plan for future development.Job performance appraisals - in whatever form they take - aretherefore vital for managing the performance of people and organizations.Managers and appraises commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore and emotionally challenging. The annual appraisal is maybe the only time since last year that the two people have sat down together for a meaningful one-to-onediscussion. No wonder then that appraisals are stressful - which then defeats the whole purpose.Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and regularly for one-to-one discussion throughout the year.Meaningful regular discussion about work, career, aims, progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which reduces all the stress and the uncertainty.Put off discussions and of course they loom very large. So don'twait for the annual appraisal to sit down and talk. The boss or the appraises can instigate this.If you are an employee with a shy boss, then take the lead. If you are a boss who rarely sits down and talks with people - or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and work) all tend to be easier when people communicate well and know each other.So sit down together and talk as often as you can, and then when the actual formal appraisals are due everyone will find the whole process to be far more natural, quick, and easy - and a lot more productive too.2.Appraisals, social responsibility and whole-person developmentThere is increasingly a need for performance appraisals of staff and especiallymanagers, directors and CEO's, to include accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the “Triple Bottom Line”; corporate social responsibility (CSR);Sustainability; corporate integrity and ethics; Fair Trade, etc. The organization must decide the extent to which these accountabilities are reflected in job responsibilities, which would then naturally feature accordingly in performance appraisals. More about this aspect of responsibility is in the directors’ job descriptions section.Significantly also, while this appraisal outline is necessarily a formal structure this does not mean that the development discussed with the appraises must be formal and constrained. In fact the opposite applies. Appraisals must address “whole person”development - not just job skills or the skills required for thenext promotion.Appraisals must not discriminate against anyone on the grounds of age, gender, sexual orientation, race, religion, disability, etc.The UK Employment Equality (Age) Regulations 2006, (consistent with Europe), effective from 1st October 2006, make it particularly important to avoid any comments, judgments, suggestions, questions or decisions which might be perceived by the appraises to be based on age. This means people who are young as well as old. Age, along with other characteristics stated above, is not a lawful basis for assessing andmanaging people, unless proper 'objective justification' can be proven. See the Age Diversity information.When designing or planning and conducting appraisals, seek to help the 'whole-person' to grow in whatever direction they want, not just to identify obviously relevant work skills training. Increasingly, the best employers recognize that growing the 'whole person' promotes positive attitudes, advancement, motivation, and also develops lots of new skills that can be surprisingly relevant to working productively andeffectively in any sort of organization.Developing the whole-person is also an important aspect of modern corporate responsibility, and separately (if you needed a purely business-driven incentive for adopting these principles), whole-person development is a crucial advantage in the employment market, in whichall employers compete to attract the best recruits, andto retain the best staff.Therefore in appraisals, be creative and imaginative in discussing, discovering and agreeing 'whole-person' development that people will respond to, beyond the usual job skill-set, and incorporate this sort of development into the appraisal process. Abraham Maslow recognized this over fifty years ago.If you are an employee and your employer has yet to embrace or even acknowledge these concepts, do them a favor at your own appraisal and suggest they look at these ideas, or maybe mention it at your exitinterview prior to joining a better employer who cares about the people, not just the work.Incidentally the Multiple Intelligences test and VAK Learning Styles test are extremely useful tools for appraisals, before or after, to help people understand their natural potential and strengths and to help managers understand this about their people too. There are a lot of people out there who are in jobs which don't allow them to use and develop their greatest strengths; so the more we can help folk understand their own special potential, and find roles that really fit well, the happier we shall all be.3 .Are performance appraisals still beneficial and appropriateIt is sometimes fashionable in the 'modern age' to dismisstraditional processes such as performance appraisals as being irrelevant or unhelpful. Be very wary however if considering removing appraisals from your own organizational practices. It is likely that the critics of the appraisal process are the people who can't conduct them very well.It's a common human response to want to jettison something that onefinds difficult. Appraisals - in whatever form, and there are various - have been a mainstay of management for decades, for good reasons.Think about everything that performance appraisals can achieve and contribute to when they are properly managed, for example:(1)performance measurement - transparent, short, medium and longterm(2)clarifying, defining, redefining priorities and objectives(3)motivation through agreeing helpful aims and targets(4)motivation though achievement and feedback(5)training needs and learning desires - assessment and agreement(6)identification of personal strengths and direction - including unused hidden strengths(7)career and succession planning - personal and organizational(8)team roles clarification and team building(9)organizational training needs assessment and analysis(10)appraise and manager mutual awareness, understanding and relationship(11)resolving confusions and misunderstandings(12)reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc(13)delegation, additional responsibilities, employee growth and development(14)counseling and feedback(15)manager development - all good managers should be able to conduct appraisals well - it's a fundamental process(16)the list goes onPeople have less and less face-to-face time together these days. Performance appraisals offer a way to protect and manage these valuable face-to-face opportunities. My advice is to hold on to and nurture these situations, and if you are under pressure to replace performance appraisals with some sort of (apparently) more efficient and costeffective methods, be very sure that you can safely cover all the aspects of performance and attitudinal development that a well-run performance appraisals system is naturally designed to achieve.There are various ways of conducting performance appraisals, and ideas change over time as to what are the most effective appraisals methods and systems. Some people advocate traditional appraisals and forms; others prefer 360-degree-type appraisals; others suggest using little more than a blank sheet of paper.In fact performance appraisals of all types are effective if theyare conducted properly, and better still if the appraisal process is clearly explained to, agreed by, the people involved.Managers need guidance, training and encouragement in how to conduct appraisals properly. Especially the detractors and the critics. Help anxious managers (and directors) develop and adapt appraisals methods that work for them. Be flexible. There are lots of ways to conduct appraisals, and particularly lots of ways to diffuse apprehension and fear - for managers and appraises alike. Particularly - encourage people to sit down together and review informally and often - this removes much of the pressure for managers and appraises at formal appraisals times. Leaving everything to a single make-or-break discussion once a year is asking for trouble and trepidation.Look out especially for the warning signs of 'negative cascaded attitudes' towards appraisals. This is most often found where a senior manager or director hates conducting appraisals, usually because theyare uncomfortable and inexperienced in conducting them. The senior manager/director typically will be heard to say that appraisals don't work and are a waste of time, which for them becomes a self-fulfilling prophecy.All that said, performance appraisals that are administered without training (for those who need it), without explanation or consultation, and conducted poorly will be counter-productive and is a waste of everyone's time.Well-prepared and well-conducted performance appraisals provide unique opportunities to help appraise and managers improve and develop, and thereby also the organizations for whom they work.Just like any other process, if performance appraisals aren't working, don't blame the process, ask yourself whether it is being properly trained, explained, agreed and conducted.4. Effective performance appraisalsAside from formal traditional (annual, six-monthly, quarterly, or monthly) performance appraisals, there are many different methods of performance evaluation. The use of any of these methods depends on the purpose of the evaluation, the individual, the assessor, and the environment.The formal annual performance appraisal is generally the over-riding instrument, which gathers together and reviews all other performance data for the previous year.Performance appraisals should be positive experiences. Theappraisals process provides the platform for development and motivation, so organizations should foster a feeling that performance appraisals are positive opportunities, in order to get the best out of the people and the process. In certain organizations, performance appraisals are widely regarded as something rather less welcoming ('blocking sessions' is not an unusual description), which provides a basis only on which to develop fear and resentment, so never, never, never use a staff performance appraisal to handle matters of discipline or admonishment, which should instead be handled via separately arranged meetings.5. Types of performance and aptitude assessments(1)Formal annual performance appraisals(2)Probationary reviews(3)Informal one-to-one review discussions(4)Counseling meetings(5) Observation post(6) Skills or career-related tests(7) Assignment or task to follow the review, including the secondment(8)Assessment Centre, including the observation group exercises, presentations and other tests(9)Communicate with people who investigate the views of others(10) Acts of psychological tests and other assessment(11)Handwriting analysis绩效考核探究摘要在人力资源管理方面，绩效考核的方法多种多样，到底应该采用哪一种绩效考核方法更为合理，绩效考核又应该通过什么样的途径更易于实现并取得更好的管理成效，是一个值得深思的问题。