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HR: Periodic Performance Assessments Cheat Sheet by

HR: Periodic Performance Assessments
performance     resources     human     employee     periodic     assessments     feedback

Introd­uction

Periodic Perfor­mance Assess­ments are an important step in the overall perfor­mance management process. A compre­hensive perfor­mance assessment includes:

Steps

1. Reviewing the employee’s functional job descri­ption (updating as necessary) as well as the specific compet­encies and perfor­mance standards for the position.

2. Collecting feedback from the employee’s custom­ers­/peers.

3. Setting a date with the employee for the formal perfor­mance assessment meeting. (Allow at least 30 minutes.)

4. Asking the employee to complete a self-a­sse­ssment which includes 3-5 goals for the upcoming year.

5. Drafting a formal assessment that includes measurable core compet­encies and standards for the position.

6. Holding the perfor­mance assessment meeting, docume­nting any changes or plans for further action.

7. Finalizing the formal assessment tool to include employee input and goals to be signed by the employee and superv­isor.

8. Providing a copy of the assessment to the employee.

Collecting Feedback

Collecting feedback is an excellent method to determine how well the employee interacts with others as part of their daily work. To use this method:
Ask the employee to select five or six indivi­duals with whom they regularly interact. Select three or four from this list.
Request feedback on that employee either informally via an e-mail, or for a more formal approach, a tool can be used.
 

Perfor­mance Assessment

Types of Feedback

Peer Feedba­ck: Co-workers can provide insight into the employee’s daily work habits and customer intera­ctions. (More than one peer must be used to ensure balanced feedback.)
Customer Feedba­ck: External or internal customers who are not direct reports or peers can be selected; however, ensure the customer has had multiple points of contact with the employee so that a compre­hensive evaluation can be made.
Direct Report Feedba­ck: Also called Upward Feedback, a manager or supervisor can request feedback from his or her staff. It is important, however, that the feedback is sent to a third party so that it remains confid­ential and anonymous.

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