Performance Appraisals Policy

Transcription

1 Performance Appraisals Policy This policy was adopted by the Board of Directors of Armagh Credit Union. Signed: Position Position Date:

2 Performance appraisals are beneficial and appropriate? Performance appraisals can achieve and contribute when they are properly managed, for example: performance measurement - transparent, short, medium and long term clarifying, defining, redefining priorities and objectives motivation through agreeing helpful aims and targets motivation though achievement and feedback training needs and learning desires - assessment and agreement identification of personal strengths and direction - including unused hidden strengths career and succession planning - personal and organisational team roles clarification and team building organisational training needs assessment and analysis appraisee and manager mutual awareness, understanding and relationship resolving confusions and misunderstandings reinforcing and cascading organisational philosophies, values, aims, strategies, priorities, etc delegation, additional responsibilities, employee growth and development counselling and feedback manager development - all good managers should be able to conduct appraisals well - it's a fundamental process Who does what? Appraisee Appraisal Officer Counter-signing Officer Staff Assistant Manager Manager Assistant Manager Manager Treasurer Manager Treasurer Training Liaison Officer

3 Performance appraisal form Name: position: time in present position: Part A Appraisee to complete before the interview and return to the appraiser by (date) appraisal date & time: year or period covered: appraisal venue: appraiser: length of service: A1 1. State your role, responsibilities and main duties.

4 A2 Discussion points: 1. Has the past year been good/bad/satisfactory or otherwise for you, and why? 2. What new skills did you learn during the year? 3. What do you consider to be your most important achievements of the past year?

5 4. What new skills do you want to learn in the coming year and their benefit to Armagh Credit Union 5. What changes would you like to see in Armagh CU? 6. Which Board policy documents have you read in the past 6 months? 7. The Board are mindful for the need for succession planning, where do you see yourself in one/two/five year s time?

6 A3 In light of your job aspirations (question 10 in A1), what activities and tasks would you like to focus on during the next year

7 Part B To be completed during the appraisal by the appraiser, certain items can completed by the appraiser before the appraisal, and then discussed and validated or amended in discussion with the appraisee during the appraisal. B1 Describe the purpose of the appraisee's job. Discuss and compare with selfappraisal entry in A1.

8 B2 Review the completed discussion points in A2, and note the points of and action.

9 B3. Discuss and agree the appraisee's career direction options and wishes. Compare with and discuss the self-appraisal entry in A3 (i.e. job aspirations) Agreed development aim(s):

10 Recommendation/summary (Appraiser): Armagh Credit Union Recommendation/summary (Counter-signing officer): Signed and dated by appraisee: and by appraiser: by the counter-signing officer A copy of this page should be given to the Appraisee, the Training Liaison Officer (TLO) and the Board Staff Liaison Officer (SLO). Appeals can be lodged with the Board SLO. Upon completion, copies should be given to the Board for the September Board meeting, plus a copy of page B3.