自我考评表-英文版

HR工具-文本范例仅供参考EMPLOYEESELFEVALUATIONHANDBOOKHR工具-文本范例仅供参考TableofContentsPurposeofPerformanceEvaluations.........................................................................................3BarrierstoEffectivePerformanceEvaluations..........................................................................3PerformanceEvaluationProcess................................................................................................3QuestionstoHelpDeveloptheSelfEvaluation..........................................................................4GeneralDefinitionsofPerformanceLevels...............................................................................5SampleEmployeeSelfEvaluationForm....................................................................................7GuidelinesforEmployeePerformanceEvaluation..................................................................19PerformanceManagementPolicy.............................................................................................19PerformanceEvaluationMeeting.............................................................................................20SampleTheCompanyEmployeePerformanceEvaluation.....................................................21HR工具-文本范例仅供参考PurposeofPerformanceEvaluationsWhydoPerformanceEvaluations?IdentifiesanyperformanceconcernswhichmayneedimprovementSetsfuturegoalsandobjectivesMotivatesanddevelopsemployeesSignalstoemployeesthatyoucareDevelopsyouasasupervisorBarrierstoEffectivePerformanceEvaluationsEvaluatingaperson’sperformancecanraiseuncomfortablefeelingsDislike“confrontation”RiskofoffendingtheemployeeToobusywithotherpressingissuesLackofconfidenceinabilitytowriteaneffectiveevaluationFormisintimidating–takestoomuchtimetocompletePerformanceStandardsshouldbe:Measurable–quantity,quality,timelinessObservable–abletoseeithappenoridentifytheeffectoroutcomeReliable–criteriahasbeenestablishedandagreedtoAchievable–theemployeemustbeabletocontroltheoutcomeActive–describestheoutcomewanted,notwhatisnotwantedPerformanceEvaluationProcessStep1HumanResourcesgeneratestheEmployeePerformanceEvaluationinaccordancewiththeemployee’sprobationaryevaluationcycleornotifiestheprogramareathroughtheannualperformanceevaluationcycleprocess.Step2EmployeesareencouragedtoutilizetheEmployeeSelf-Evaluationtocitespecificaccomplishmentsandprovideotherrelevantinformation.Step3EachsupervisorcompletesanEmployeePerformanceEvaluationforstaffemployeeshe/shesupervisesdirectly.Step4Supervisorreviewsperformanceevaluationwithareadirectororexecutivedirector.HR工具-文本范例仅供参考Step5Thesupervisorandemployeemeettodiscusstheperformanceevaluation.Priortosigningtheform,theemployeemayincludeawrittenresponse.Step6TheEmployeePerformanceEvaluationFormisprovidedtotheemployeeforfinalreview,comment,andfinalsubmissiontotheimmediatesupervisor.Step7TheEmployeePerformanceEvaluationandEmployeeSelf-EvaluationForms(ifcompleted)aresenttoHumanResourcesforprocessingandareplacedintheemployee’spermanentpersonnelfile.QuestionstoHelpDeveloptheSelfEvaluation(1)Whatportionsofyourworkdoyoufeelyoudobest?(2)Doyoufindthereisopportunityinyourworktodothethingsyoudobest?(3)Doyoufeelthatyouhaveanadequateunderstandingoftherequirementsofyourposition?Forwhichresponsibilitieswouldaclearerunderstandingbeparticularlyhelpful?(4)Whataresomeofthethingsyoulikemostaboutyourcurrentjob?(5)Lookingatyourpositionasawhole,whatwouldyousayyouhavelearnedinthepastyear?(6)Again,lookingatyourcurrentpositionasawhole,whatwouldyousayyouhavecontributedinthepastyear?(7)Arethereanyspecificareasofyourpositionforwhichyoubelieveyouneedmoreexperienceortraining?(8)Whatchangesdoyouthinkcouldbemadetohelpyoudoyourcurrentjobbetterormoreeasily?(9)Doyouhaveanyothercommentsorsuggestionsyouwanttomakeaboutyourposition?HR工具-文本范例仅供参考GeneralDefinitionsofPerformanceLevelsINEFFECTIVE(1):Consistentlyfallsshortofperformancestandards.Situationrequiresimmediatereviewandaction.Performanceisconsistentlybelowestablishedexpectations,requirements,orstandards.Ineffectivelyappliesorlacksjobknowledge/skillstomeetstandards.Demonstratesfailuretoinitiateimprovementtocompleteobjectives.Deliversinaccurateandgenerallyundependableresults.Displaysbehaviorsandactionswhicharedetrimentaltoco-workers,teamwork,and/orcustomers.Mayalsohavepoorattendancewhichhindersworkflowandorganizationalobjectives.INCONSISTENT(2):Performancesometimesmeetspositionrequirements.Seldomexceedsandoftenfallsshortofdesiredresults.Performancedoesnotfullymeetestablishedexpectations,requirements,orstandards.Mayfailtopursuedevelopmentalopportunitiesand/orapplynewskillstomeetstandards.Exhibitsdifficultyadjustingtochangingsituationsorworkassignments.Maynotexhibitproactiveproblem-solvingtoimproveand/oradjustworkprocesses.Performsinconsistently,possiblyleadingtosomeinaccurate,untimely,and/orundependableresults.Attimes,displaysactionswhicharedetrimentaltocustomerservicerelationships.Maybehaveinamannerwhichisdetrimentaltotheworkgroup.Maydisplayirregularattendancethatimpactsworkf