员工自我评价手册

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1、EMPLOYEESELFEVALUATIONHANDBOOKPage15of31TableofContentsPurposeofPerformanceEvaluations3BarrierstoEffectivePerformanceEvaluations3PerformanceEvaluationProcess3QuestionstoHelpDeveloptheSelfEvaluation4GeneralDefinitionsofPerformanceLevels5SampleEmployeeSelfEvaluationF

2、orm7GuidelinesforEmployeePerformanceEvaluation18PerformanceManagementPolicy19PerformanceEvaluationMeeting20SampleTheCompanyEmployeePerformanceEvaluation21Page15of31PurposeofPerformanceEvaluationsWhydoPerformanceEvaluations?·Identifiesanyperformanceconcernswhichmayn

3、eedimprovement·Setsfuturegoalsandobjectives·Motivatesanddevelopsemployees·Signalstoemployeesthatyoucare·DevelopsyouasasupervisorBarrierstoEffectivePerformanceEvaluations·Evaluatingaperson’sperformancecanraiseuncomfortablefeelings·Dislike“confrontation”·Riskofoffendi

4、ngtheemployee·Toobusywithotherpressingissues·Lackofconfidenceinabilitytowriteaneffectiveevaluation·Formisintimidating–takestoomuchtimetocompletePerformanceStandardsshouldbe:·Measurable–quantity,quality,timeliness·Observable–abletoseeithappenoridentifytheeffectoroutc

5、ome·Reliable–criteriahasbeenestablishedandagreedto·Achievable–theemployeemustbeabletocontroltheoutcome·Active–describestheoutcomewanted,notwhatisnotwantedPerformanceEvaluationProcessStep1ÞHumanResourcesgeneratestheEmployeePerformanceEvaluationinaccordancewiththeempl

6、oyee’sprobationaryevaluationcycleornotifiestheprogramareathroughtheannualperformanceevaluationcycleprocess.Step2ÞEmployeesareencouragedtoutilizetheEmployeeSelf-Evaluationtocitespecificaccomplishmentsandprovideotherrelevantinformation.Step3ÞEachsupervisorcompletesanE

7、mployeePerformanceEvaluationforstaffemployeeshe/shesupervisesdirectly.Step4ÞSupervisorreviewsperformanceevaluationwithareadirectororexecutivedirector.Step5ÞThesupervisorandemployeemeettodiscusstheperformanceevaluation.Priortosigningtheform,theemployeemayincludeawrit

8、tenresponse.Page15of31Step6ÞTheEmployeePerformanceEvaluationFormisprovidedtotheemployeeforfinalreview,comment,andfinalsubmissiontotheimmed