Professional Documents
Culture Documents
PLANNING
GOALS
Resources
Constraints
ACTION
STEPS
(Performance)
RESULTS
YOU
SMART GOALS
Goals should be SMART
SPECIFIC - Are the goals specific, do they clearly outline what is required?
MEASURABLE ATTAINABLE -
NON-SMART
SMART
REVIEW GOALS
GET FEEDBACK
OBTAIN COMMITMENT
Available time
Training needs
WHAT IS COACHING?
STRUCTURING COACHING
DEFINE
DEFINE
Determine
Determineperformance
performancegoals
goals
ANALYZE
ANALYZE
Understanding
Understandingthe
thepresent
presentreality
reality
EXPLORE
EXPLORE
Explore
Exploreoptions
optionsto
toachieve
achievegoals
goals
ACT
ACT
Say
Saywhen
whentasks
taskswill
willbe
bedone
done
LEARN
LEARN
Implement
Implementagreed
agreedactions
actions
FEEDBACK
FEEDBACK
Review
Reviewprogress
progressat
atnext
nextsession
session
Belief in Peoples
Potential
High
Expectations
Coach
Interest in People
Feedback
Set Targets
PERFORMANCE STANDARDS
PERFORMANCE STANDARDS
Performance Standards define the minimum acceptable
performance for the task or function.
Performance standards lets both supervisor and the
employees know what the expectations are for performance
of a specific function.
Mutual understanding and recognition of the standards is
necessary, however mutual agreement with the employee
is not always possible.
Characteristics of performance quality should be defined in
a way that is measurable and would meet or exceed
expectations.
The Management will use bell curve methodology for the annual
appraisal for employees and all employees would be relatively
positioned in the bell curve and be functionally clustered.
CLUSTERS
50
50
40
30
20
20
10
20
0
OS
5
VG
BELL CURVE
NI
IP
STEP 1:
STEP 2:
STEP
STEP 6:
STEP 7:
STEP 8:
STEP 9:
Rating
Bell Curve
> = 4.6
Outstanding
5%
Very Good
20%
Good
50%
Needs
Improvement
20%
< 1.6
Inadequate
Performance
5%
4 VERY GOOD
[ 20% OF TOTAL EMPLOYEES]
These employees excel in some important aspects of their work. They
unusually are quick to grasp ideas of others. They are more than
ordinarily dependable & are often singled out by the supervisor for
more important or difficult assignments.
A) What He Accomplishes?
What assigned tasks and responsibilities have been
carried out by the employee over the review period?
B) What has the employee done particularly well?
By answering this question with specific examples, you will be supporting your
assessment of his overall performance in Part C (Form EAF-2). Please list his
strengths, as evidenced by examples of usually good performance.
C) In what areas has the employee's performance fallen below the acceptable
standards?
Your answer to this question is also intended to support your overall rating of the
employee's performance. Please substantiate to the extent possible by specific
instances. List the areas in which the employee's performance can and should
be improved.
Associations
Compatibility effect
Critical incident
An outstanding asset
Mirrored effect
Self-fulfilling prophecy
REWARDS
THANK YOU