1. Late November – [Director of Finance & Administration or equivalent] sends out request for employees to complete their self-evaluation form (see Appendix)
Encourage all employees to deliver their assigned target outputs and support other teams in the delivery of their output targets.
Provide gender-equal incentives for employees within all units that are linked to results under the employees’ influence and control.
Managers: Evaluates direct reports and provide feedback to direct reports. Also, provides regular feedback throughout the course of the year.
[COMPANY NAME]’s mission is to [MISSION]. There are several activities, projects, team and individual efforts done on an annual basis that help us deliver on this mission and drive us to outlines [COMPANY NAME]’s performance evaluation and incentive plan. The performance evaluation and incentive plan is designed to achieves the following results:
Promote employees that demonstrate an ability to exceed expectations for their positions.
BACKGROUND
An objective, evidence-based process keeping unconscious biases at the forefront when conducting performance evaluations. This performance and incentive plan will be periodically assessed and updated.
This[VISION].document
Employees: Performs their responsibilities (and then some) throughout the year and completes their part of the annual performance evaluation process.
Discourage behaviors that are not in line with [COMPANY NAME]’s values, mission, strategy, policies, culture and business model.
PROCESS
Performance Period: January 1 to December 31, [YEAR]
CEO and COO: Approves promotions and salary adjustments.
Operations Manager: Manages and oversees the annual review process.
Employee Review Process:
1 HR & RECRUITING TOOL | YEAR-END SELF EVALUATION PERFORMANCE REVIEW AND INCENTIVE PLAN
Ensure compliance with [COMPANY NAME]’s policies.
PERFORMANCE EVALUATION ROLES
2. Early December – Employee completes self-evaluation form and submit to managers (See Staff Evaluation form in Appendix)
PERFORMANCE EVALUATION CRITERIA
3.
Results IsPerformance&s/hecontributing to the achievement of company goals? Did not meet billable and output targets S/he consistently does not meet PPP targets and weekly I Musts and legend tasks. Met billable and output accomplishesS/hetargetsconsistentlyPPP goals and weekly tasks that are not routine. Met or exceeded billable and exceeded output S/hetargetsplayed a significant role in achieve a company goal(s).
Early to Mid-December – Managers of each unit/division/department submits their Employee review based on the Evaluation Criteria (table below)
S/he must be asked about tasks s/he said s/he would do. S/he requires oversightregularinorder to complete assigned tasks on time. S/he is reliable and does not need to be managed in order to complete assigned tasks on time. S/he can be counted on and takes initiative to get the right things done on time and efficiently without being asked.
Category Need Improvement Meets Expectations Significantly Exceeds Reliability & Trust Can s/he be relied upon?
4.
HR & RECRUITING TOOL | 2
Mid-December – CEO and COO review employee and decide bonuses and promotions 5. Mid-December – Managers hold Employee Review Meetings (see below) to share feedback on performance Employee Review Meeting Agenda: Conducted by employee’s Manager 1. Review employee’s self-evaluation 2. Review performance evaluation (Table) 3. Provide feedback on Strengths and Growth Areas 4. If applicable, present bonus and promotion and raise 5. If applicable, discuss corrective action plans
Quality & Excellence Her/his standards.notcorrectionsconsistentlyworkrequiresand/ordoesmeetcompany Their work requires minimal corrections and/or meets company standards. Their work is a new company standard. Discipline Has to regularly be reminded to implement the disciplines.company’s Regularly implements the checklists,disciplines,company’sSOPs,etc. Is an example of disciplined management / team Encouragesmembers.others to implement disciplines. Updates SOPs and checklists.
Your
5. Is there anything that someone else did this year that was especially noteworthy, and you would like to acknowledge?
8. What would you like [COMPANY NAME] to accomplish next year?1
9. What would you like to accomplish next year? What do you need to achieve this?
2. Where do you feel you experienced the greatest professional growth?
4. What were the most noteworthy lessons that you learned this year?
1 [COMPANY NAME] executives will take your answers to this question into consideration during the company’s annual planning process.
1.Name:What are you most proud of accomplishing this year – be specific?
Please provide short (2-3 sentence answers) to these questions and submit to [HR MANAGER] per the date outlined in the email. We encourage you to take time to reflect and think objectively about your performance. Please note tasks that you feel you completed in a high-quality manner and tasks in which you feel you demonstrated high performance and provide an explanation as to why you provided that evidence. This will help you develop skills in objective evaluations both personally but also for the future when you are assessing others.
6. Is there anything else you would like to say about this year?
END-OF-YEAR
3. Where do you feel you need to improve the most professionally?
7. Name two to three areas you would like to develop professionally next year. What do you need to achieve this?
10. Do you have any creative ideas to unlock growth at [COMPANY NAME]? What is necessary to make this happen?
STAFF SELF EVALUATION
HR & RECRUITING TOOL | 3
ResultsComments:Manager& Did not meet billable Met billable and Met or exceeded 2 Unconscious biases can take many forms, including the following: In-group Bias: A tendency to favor members of our in-group and neglect members of our groups Confirmatory bias: Seek facts or interpret information that confirm existing beliefs Implicit stereotype: When we judge others according to our unconscious stereotypes Affinity bias: Favor those with whom we share characteristics Benevolence bias: Bias wrapped up as kindness Groupthink: When the desire for group harmony overrides rational decision-making
Source: https://www.thepeoplespace.com/ideas/articles/top-six-workplace-biases-infographic
Category Need Improvement Meets Expectations
EVALUATION
The supervisor should fill out the below chart for each of their staff members. This entails highlighting which of the three levels (Needs Improvement, Meets Expectations, Significantly Exceeds) they achieved for each category, then adding commentary and notes on their Whenreasoning.conducting
performance reviews for an employee, it is important to recognize and combat unconscious biases2 to ensure the evaluation process is as gender-equal and inclusive as possible, per [COMPANY NAME]’s policy on gender-smart performance reviews. The commentary and notes on the reasoning should be evidence-based and follow the guidance in the notes. For example, to avoid the priming bias, stick to the evidence and use concrete, specific terms rather than abstract language (“They are good at ______” rather than “They are brilliant”).
CRITERIA
S/he is reliable and does not need to be managed in order to complete assigned tasks on time. S/he can be counted on and takes initiative to complete assigned and additional tasks on time and efficiently without being asked.
Manager EmployeeName:Name: PERFORMANCE
ExceedsSignificantly
Reliability & Trust Can s/he be relied upon? S/he must be asked about tasks s/he said s/he would do. S/he requires oversightregularinorder to complete assigned tasks on time.
HR & RECRUITING TOOL | 4 YEAR-END PERFORMANCE REVIEW OF STAFF CONDUCTED BY MANAGER
Their work requires minimal corrections and/or companymeetsstandards. Their work is a new company standard.
oftoIsPerformances/hecontributingtheachievementcompanygoals?
QualityComments:Manager&Excellence
DisciplinedComments:Manager
S/he tasks.MuststargetsdoesconsistentlynotmeetKPIsandweeklyIandlegend output targets S/he routine.tasksgoalsaccomplishesconsistentlyKPIsandweeklythatarenot billable and exceeded output targets S/he played a significant role in achieving a company goal(s).
HR & RECRUITING TOOL | 5
Is an example of managementdisciplined / team Encouragesmembers. others to implement disciplines. Updates SOPs and checklists.
and output targets
Her/his companydoescorrectionsconsistentlyworkrequiresand/ornotmeetstandards.
Has to regularly be reminded disciplines.company’simplementtothe
Comments:Manager
Regularly implements the checklists,disciplines,company’sSOPs,etc.
INCENTIVE PLAN
Has “Significantly exceeds” in more than one area in evaluation criteria.
[COMPANY NAME] CEO and COO: Responsible for approving the bonus pool and all bonuses.
HR & RECRUITING TOOL | 6 ROLES
ELIGIBILITY To be eligible for a bonus, employees must:
BONUS AMOUNT
If any of the following occurs, the employee may not qualify for a bonus or promotion and in some cases may be put on probation, suspended without pay or dismissed.
If the employee:
Does not demonstrate the values of the firm.
Managers: Responsible for determining whether their team members are eligible for bonuses and for calculating bonuses in line with the bonus policy and based on funds available in the bonus pool.
DISINCENTIVES
Meet or exceed targets specific to their role.
Operations Manager: Responsible for determining whether the employee met his/her targets.
Employees: Responsible for understanding the bonus plan.
Based on the company’s performance and availability of funds for a bonus pool. Driven by private sector initiatives. At the discretion of the management team.
Consistently misses their weekly “I Musts” on the Legend and/r their unit/division/department’s Quarterly OKR targets.
Have no more than one mark in “Does not meet” in their Performance Evaluation.
Does not follow standard operating procedures or help improve internal systems and functions.
Does not accomplish the responsibilities of their role and does not support others. Does not implement [COMPANY NAME]’s disciplines.
Violates [COMPANY NAME]’s employment policies and/or employee handbook.