Description
Instructions
For this assignment, determine an effective process to evaluate the performance of one of your employees. As you have determined that periodic evaluations can be more beneficial than annual evaluations, you will be evaluating the mid-level manager who you hired and who has now been on board for 6 months. Your process should include an appropriate evaluation tool and a means of providing feedback on the employee’s performance issues.
There are three parts to this project. You will begin by developing a performance review form that contains a minimum of 10 points of criteria. The template (see attachment) is a starting point and may be used as is or can be modified as you wish. The template has 10 points of criteria; however, you can add more if the specifics of the position warrant you doing so.
Provide an explanation for each of the criteria. Remember, these should directly represent the knowledge, skills, and abilities (KSAs) as well as the requirements for the position.
Develop a rating scale, and provide a legend that identifies the distinct performance rating definitions. There must be a minimum of three levels. (The template has three levels; however, you can add more.)
Next, you will fill out your newly created form to evaluate the mid-level manager. This is, of course, based on the input of the immediate supervisor and your own assessment.
Evaluate each criteria, and include a minimum of three criteria where the employee does not meet performance expectations.
- Summarize the employee performance appraisal in the comments section.
Identify the employee’s strengths and weaknesses.
- Offer feedback and coaching on ways that the employee can improve his or her performance.
Finally, you will write a one-page synopsis in which you explain the value of your evaluation process and new tool to your leadership team. Include the information below:
- Include two sources to support your explanation.
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Explanation & Answer
Please view explanation and answer below.
Date of the Review: 11/03/2022
Employee Name: Mr. First Name, Surname
Position: Project Manager
Years/Months Employed in the Position: 3 years
Reviewer Name and Title: Half-Year Performance Evaluation
Criteria
Description
Legend
Result-oriented
and delivering
expectations
Takes initiative in
meeting and
achieving set goals
and targets
Collaboration
Working well with
others, including
staff, co-workers,
superiors, and other
stakeholders
Problem-solving
skills
Shows greater
creativity and skills in
problem-solving
Surpasses –
attaining all the
organization’s goals
Meet – fails to meet
the firm’s goals
twice
Failure to meet –
does not achieve the
company’s goals
more than twice
Surpasses –
regularly advocating
for awareness and
respect of others’
values.
Meet – fosters
awareness and
respect for others in
different cases.
Failure to meet –
seldomly promotes
awareness and
respect for others’
values.
Surpasses –
identifies problems
and efficiently finds
solutions to solve
different solutions.
Meet – identifies
problems and
Surpasses Meet
Failure to
meet
Knowledge and
Skills
Shows excellent
professional growth
Creativity
Shows significant
creativity to boost or
enhance work
performance
Teamwork and
team
development
Promotes teamwork
and the development
of team members
proposes solutions
for a high-level
manager to solve.
Failure to meet –
fails to identify or
propose solutions to
problems facing
projects.
Surpasses –
illustrates expertise
in knowledge and
skills in different
areas. Leads in best
practices.
Meet – illustrates
skills and knowledge
in different areas.
Has soft skills, such
as time
management and
negotiation.
Failure to meet –
lacks soft skills and
subject knowledge.
Surpasses –
proposes at least
two initiatives to
improve work
performance and
apply relevant skills
in different areas.
Meet – proposes at
least one initiative
to enhance work
performance
Failure to meet –
does not have any
initiative to improve
work performance.
Surpasses –
excellent teamwork
and manages the
team well. Promotes
Relationship
development
Illustrates efficien...
