Employees Appraisal Form
An employee appraisal form is a document that evaluates a worker’s job performance. Therefore, it provides essential and unbiased quantitative measurements that are important for the creation of a productive work environment. Additionally, some evaluations reveal the quality of work done by employees, which is essential in determining whether their skill sets match their assigned tasks (Clark & Guerin, 2016). Accordingly, these documents are essential for ensuring the human resource department is objective when determining the employees to promote, hire, or fire, and also when placing these individuals in specific roles in the organization.
An objective employee evaluation form must be able to provide essential information to determine the competence of each worker. Therefore, these documents are different for each organization since they assess individuals based on their unique work environment. When appraising a human resource coordinator, the employee performance form should have the following sections:
- Basic employee information.
- Accountabilities, objectives, and standards.
- Competencies and indicators.
- Developmental achievements.
- Developmental needs, plans, and goals.
- Stakeholder input.
- Employee’s comments.
Basic Employee Section
The review of this section enables the assessor to identify the employee who is being assessed. Usually, a worker’s employment number is used to identify him/her. Additionally, this information helps the evaluator to determine the criteria that he/she will use when assessing an employee.
Accountability, Objectives, and Standards Section
The analysis of this part helps the assessor to identify the specific issues that he/she will consider in the evaluation of an employee’s performance (Grote, 2011). The accountability sub-section indicates the duties and responsibilities of the worker under evaluation. The objective part informs the assessor of the purpose of the evaluation. Finally, the standards sub-section shows the measurements that will be used when appraising each employee.
Competencies and Indicators
The assessment of this part is essential in disclosing whether the human resource officer has requisite skills for his/her work (Fletcher & Williams, 2016). The competence sub-section reveals the specific skill sets of a worker. The indicators part shows evidence of whether the employees can use their skills and knowledge for the organization. Therefore, this section enables an assessor to have an objective analysis of all candidates.
The investigation of the development achievements of each employee reveals his/her desire to increase his/her skills and growth in the organization. This analysis is necessary since an increase in a worker’s competence enables him/her to remain relevant in the current rapidly evolving business environment (Clark & Guerin, 2016). As such, this section reveals the employees who are to be promoted, fired, or demoted.
Development Needs, Plans, And Goals
The analysis of this section shows the skills in an organization and those that it lacks (Fletcher & Williams, 2016). The development sub-section indicates the skills and competencies that should be enhanced in each candidate. The plans part sets specific strategies and timelines for developing the needed competencies. Finally, the goals sub-section indicates the criteria that will be used to measure if employees’ have been able to nurture the needed skills.
The review of this part shows the concern of other interested parties in the employee’s appraisal besides the organization. Their input is vital since they enable the assessor to check if the worker has updated himself/herself to his/her dynamic work environment (Clark & Guerin, 2016). Accordingly, this section shows if the employee is still relevant to the organization.
The evaluation of employee’s comments enable’s the assessor to learn whether his/her appraisal of the worker’s performance has positively impacted on them (Grote, 2011). Ordinarily, an evaluator always wants to know if a worker has identified his/her weakness and also discovered ways that he/she can use to improve his/her performance. This section also gives employees a chance to seek clarity on various issues and to contribute to the evaluation process.
Finally, this section shows that both the assessor and the team leader have accepted the results of the appraisal. Accordingly, the signing of forms ensures all the performance evaluation forms are evaluated objectively (Fletcher & Williams, 2016). It also guarantees the documents have been examined and found to be suitable for assessing candidates.
Clark, M., & Guerin, l. (2016). Employee Performance Handbook, The: Smart Strategies for Coaching Employees. Berkeley, CA: NOLO.
Fletcher, C., & Williams, R. (2016). Appraisal: Improving Performance and Developing the Individual (5th ed.). London, UK: Routledge.
Grote, D. (2011). How to Be Good at Performance Appraisals: Simple, Effective, Done Right. Brighton, MA: Harvard Business Review.