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Employee Performance Evaluation

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hanan boudjelal

on 19 January 2012

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Transcript of Employee Performance Evaluation

Evaluating Employees Performance Feedback “How am I doing?” “How can I do better?” "Is there anyway to improve this?" Most employees want an answer to these questions SO... Employee performance reviews should be designed to answer these questions for each employee on a continuous basis How to Measure Employee Performance Quantity Quality Timeliness Cost
Effectivness The number of units produced, processed or sold is a good objective indicator of performance The percentage of work output that must be redone or is rejected is one such indicator. in sales environment, the percentage of inquiries converted to sales is an indicator of salesmanship quality The cost of work performed should be used as a measure of performance only if the employee has some degree of control over costs. For example, a customer-service representative’s performance is indicated by the percentage of calls that he or she must escalate to more experienced and expensive reps How fast work is performed is another performance indicator that should be used with caution. In field service, the average customer’s downtime is a good indicator of timeliness. In manufacturing, it might be the number of units produced per hour Tardiness An employee is obviously not performing when he or she is not at work. Other employees’ performance may be adversely impacted by absences, too Creativity It can be difficult to quantify creativity as a performance indicator, but in many white-collar jobs, it is vitally important. Supervisors and employees should keep track of creative work examples and attempt to quantify them Deviations from policy indicate an employee whose performance goals are not well aligned with those of the company Adherence
Policy Personal
Habits They may not seem performance-related to the employee, but some personal habits, like gossip, can detract from job performance and interfere with the performance of others. The specific behaviors should be defined, and goals should be set for reducing their frequency. Stage I Stage II Evaluation Stages Basic
Information Instructions Section I Section II Cont. General Work Characteristics Job Responsibilities Section III Employee Development Section IV Employee Self Evaluation

Section V Evaluation Summary

Section VI Signatures

Lets employees know how well they have performed in comparison with the standards of the organization Feedback helps Improve Employee
Performance Improve Organization Performance Decrease Turnover Motivate Self-Improvement Build trust Prevent Litigation Why Evaluation May Fail? 1. Supervisor and/or Employee are not Honest & Sincere 2. Supervisor and/or Employee are not prepared 3. Supervisor and/or Employee are not taking Evaluation Serious 4. Unclear Language or Lack Evaluation Skills 5. Ineffective Discussion between Supervisor and Employee Types of Evaluation Manager Evaluation Self Evaluation Peer Evaluation Assessment Center Team Evaluation Management By Objectives 360-Degree Evaluation
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