Stages of the Employee Performance Review Process - Case Study Example

Name Institution Date ABC Excel Employee Performance Review Overview of the Organization ABC excel is a non-profit organization that supports disadvantaged children of in their academic for middle school children's. The aim of the organization is to develop both academic skills and behavior of children to improve their grades and get an opportunity to attend a top high school. ABC Excel offers after school and summer break programs throughout the year. Over its period of operation, the organization boasts some of the highest grades in the country producing top 100 students. To realize its goal, the organization must strive to improve staffs, team and overall organization performance continually. In such an organization, performance management is necessary to assist the employees and managers to communicate about performance. Employee performance review helps the employee to know what is expected of them, the performance progress and how they can improve it. It acts as a tool for discussing performance issues with the employee as well as coaching them to develop full potential. Stages of the Employee Performance Review process Set Performance Expectations The first stage is to set performance expectation and thus both managers and employees should work together to come up with clear expectations for job performance. During the discussion, they are expected to set goals that should be achieved in the following year aimed to support organization goals. When setting performance goals, the manager should document expectations for future year and review for past year such as goals, action plan, measure, target goal date and result to allow easy follow-up (Imtiaz et al. 718). Obtain Guidance The manager should work together with employees by giving and receiving feedback. The manager may also use praise on behaviors that he wants to be repeated. Furthermore, coaching may also be used to help the employees on improving job performance, achieving new skills, or achieving attainable goals (Maimona 199). All conversation regarding feedback, praise and coaching will be documented to allow the employee and the manager to have first-hand information for a performance review. Participate in Annual Review Both managers and employees are responsible for facilitating this process (Mathison and Vils 112). The organization has established a collaborative process to develop and enhance employees’ skills at all levels. In the organization, the annual Performance Review Meeting is conducted between June and July every year. The employees are required to complete a Self Review first, and the manager reminds them to complete self-review a month prior before an annual review is conducted. The manager completes EPR form from their behaviors and schedules a meeting with them to discuss performance and development. They both sign the EPR form, and it is documented. If the employee does not meet required expectations, a performance improvement plan is recommended. Create a Development Plan Employees should create an individual development plan and share with their managers so that they can be guided to achieve goals indicated in the plan. The plan helps the employee to develop and enhance their skills in areas that help them achieve business goals and professional goals (Dean and Mariam 131). It should be continuously revised to improve individual skills. EPR Memo To: All Employees From: Human Resource Manager Subject: 2016 Performance Review Process It is once again time to start the 2016 annual performance review process. Performance feedback is significant throughout the year, both positive and developmental. Employee performance review helps them to remember past years results and determine the goals for future years. The performance conversation can add to employee motivation and engagement, as well as offer an opportunity to discuss new approaches and performance expectations. All staff that has completed the probationary period will need to be evaluated for the current 2016 performance year. The information below describes steps in the process and facilitates conversation between human resource and employee. Review of goals accomplished in the Previous Year Employee indicates five duties in your position over the previous year. For each duty, describe how well you performed the responsibilities. Provide achievement and areas that need improvement. Give a description of intended beneficiaries for each duty and how their needs were met. Additional Contributions to ABC Excel in the Previous Year Employee identifies areas in which you made job-related contributions to the organization in the previous year. Review of Past Year's Goals for Improvement Review the goals you established at the start of the year. Comment on progress towards goal achievement, any successful outcomes, and what can be done to ensure they are accomplished. Goals for Improvement for Upcoming Year Provide two goals for performance improvement this year, plan for you will accomplish them, and how the supervisor can do. Optional Final Statement An additional statement is addressing a matter that could put your performance into perspective. A Sample Employee Performance Review form Employee Name …………………………………...Review Date ………………………….. Position Title ……………………………………...Department…………………………………. Date of Hire ……………………………………….Period of Review…………………………….. Manager Name……………………………………………………………………………………… Purpose of Review A review is a form of assessment of your job performance based on performance expectations identified earlier. Performance ratings: Exceptional – that exceeds expectations consistently Above Expectations – it frequently exceeds expectations. Meets Expectations - occasionally exceeds expectations. Below Expectations - fails to meet expectations occasionally. Unacceptable - fails to meet expectations frequently Responsibilities Competency Area Comments and suggestions for improvement Performance ratings Job knowledge: the extent your knowledge of duties and responsibilities of your position and adhere to policies of the organization. The quality of work: The extent to which you perform your work accurately, effectively and timely. Problem-solving: the extent to which you can identify and analyze problems, formulate solutions, make recommendation and follows up to ensure problems are resolved. Communication Skills: the extent to which you can effectively communicate organizational goals, and influence other both orally and written form. Teamwork: Extent to which you uses diplomacy to maintain working relationships and promote collaborative work relationships. Overall Evaluation Summary comments: Overall rating Next Review Goals Comment: Manager Signature……………………………………………… Date …………………….. Employee Signature……………………………………………... Date …………………….. Employee Comment I have read and understood this performance review. Employee Signature……………………………………………….Date ………………………… Manager guide on Feedback Feedback from the manager is some of the most important information that employees can receive about their behaviors because it increases their awareness of what they are doing and this helps to change their behavior and become better communicators. If the employees are aware of what they are doing is causing a problem, they will have a reason to change. Therefore, feedback in a professional setting is critical in managing employees as well as how they interact with colleagues (Rosa and Forrest 30). The feedback should be constructive as it focuses on changing behavior that is not meeting expectations. However, regardless of how accurate the feedback maybe if the receive becomes defensive, the information will not be helpful. Thus, employees should be open to receiving constructive feedback and work with their managers in order to improve their behaviors. On the other hand, the manager should give clear and objective feedback to enable the employees understands it. The following are guidelines on how a manager should provide feedback on employee performance review. Feedback should be given in private If the feedback is sensitive in nature, the manager should consider the place where you give it. The manager should consider giving feedback in a private surrounding to ensure that the information is not overlooked, overheard and interrupted by others. Employee’s view on changes that could be done The manager should ask the employee whether they feel that something should have been done differently to avoid the problem. This will help the manager to know whether the employee already realizes the problem. Specific The manager should also clarify whether the employee behavior was effective or ineffective. By providing specific feedback, the employee will understand what behavior to continue or change, If the feedback is general, the employee may not know what to do differently. The manager should ensure that the facts are clearly stated and how they feel about the situation. Focus on the behavior When giving feedback, the manager should stick to describing the behavior rather than evaluating the person. By concentrating on the behavior, the manager can assist the employee to understand why the feedback has to be given. For instance, if the managers tell the employee that he is not happy, but the employee wouldn't understand how bad their behavior was. It would be appropriate to say, you did wrong by coming to the meeting late, and this statement tells an individual what was wrong about the event. If the manager is not clear when giving feedback, the employee may not change their behavior as they will not understand the need to change. Collaboratively plan steps to address development needs. The manager should prepare what they want to say and the order in which they want to deliver information. It is important to highlight the key point and identify the outcome of giving the feedback to be taken. Works Cited Maimona, Jabeen. "Impact of Performance Appraisal on Employees Motivation". European Journal of Business and Management 3, 4 (2011): 197-207. Imtiaz, Ahmed, Ineen, Sultana, Sanjoy, Kumar Paul and Abdullahil,Azeem. "Employee performance evaluation: a fuzzy approach", International Journal of Productivity and Performance Management, 62, 7(2013): 718 - 734 Rosa, Cintrón and Forrest, Flaniken. "Performance Appraisal: A Supervision or Leadership Tool?" International Journal of Business and Social Science 2, 17(2003): 29-37. Mathison, Davis and Vils, Vinja. "The Annual Performance Review As A Positive Source For Employee Motivation?" Journal of Business & Economics Research 8, 12 (2010): 111- 120. Dean, Gesme and Mariam, Wiseman. "Performance Appraisal, A Tool for Practice Improvement". Journal of Oncology Practice. 7, 2 (2011): 131-134. Read More