A Guide to Writing Self-Performance Appraisals
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1 A Guide to Writing Self-Performance Appraisals Bellcom Worldwide
2 Employee Self-Appraisal Name Date of Review Job Title Department Manager s Name and Title Section 1: Areas of Responsibility Areas of Responsibility/Goals - Detail major activities in your job that you are responsible for and/or the goals that have been established by your manager and discussed with you. This is also an opportunity to describe any noteworthy accomplishments. Performance Expectations: Responsibilities/Goals Notes/Comments on Achievements & Areas for Improvement 1
3 Section 2: Skills and Behaviors (Performance Competencies) These skills and behaviours blow have been identified as important for most employees. Other skills and behaviors may be added if needed. Please review and consider how you have demonstrated these in your job and how you might improve on these going forward. Competency Area Taking Responsibility: Completes assignments in a thorough, accurate, and timely manner that achieves expected outcomes; exhibits concern for the goals and needs of the department and others that depend on services or work products; handles multiple responsibilities in an effective manner; uses work time productively. Customer Focus: Is dedicated to meeting the expectations and requirements of internal and external customers; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect; goes above and beyond to anticipate customer needs and respond accordingly. Problem Solving/Creativity: Identifies and analyzes problems; formulates alternative solutions; takes or recommends appropriate actions; follows up to ensure problems are resolved. Collaboration/Teamwork: Uses diplomacy and tact to maintain harmonious and effective work relationships with co-workers and constituents; adapts to changing priorities and demands; shares information and resources with others to promote positive and collaborative work relationships; supports diversity initiatives by demonstrating respect for all individuals. Communication/Interpersonal Skills: Is able to effectively communicate and to influence others in order to meet organizational goals; shares information openly; relates well to all kinds of people; is able to speak well and write effectively. Notes/Comments on Competency Areas and Suggestions for Improvement 2
4 Section 3: Growth and Development Plan Describe your top strengths and growth/development opportunities. Provide this to your manager for discussion and review. Strengths: Growth/Development Opportunities: What will you do? (This can be as simple as reading a book, serving on a team, observing someone who does it well, asking for feedback on a behaviour that you re trying to change, etc.) What can the manager do to support this? 3
5 Section 4: Expectations (for next Review Period) Name: Review Period Start Date: _ Goals for next Review Period - Identify goals to be accomplished during the next review period by thinking of the activities related to your job. At the end of the review period, rate how well these goals were achieved. Keep in mind that during the review period, goals and evaluation criteria may be revised, added, or deleted in order to best meet changing organizational needs. This form should be helpful in completing next month s performance review. SMART Goal (Specific, Measurable, Attainable, Realistic, Timely) How we know it was achieved 4
6 Appendix: Employee Knowledge, Skills and Abilities The following skills can be incorporated into the Areas of Responsibility (Section 1) and/or the Performance Competencies (Section 2). Competencies/Skills Business Knowledge: Demonstrates through accuracy; understands the department s mission; plans for short term goals as well as longer term financial planning; understands the roles of central staff and supports company needs for financial reporting; contributes to university work groups to develop and enhance business practices and policies. Managing and measuring work: Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress and results; provides feedback (both up and down). Delegating: Comfortably and effectively delegates both routine and important tasks and decisions; broadly shares both responsibility and accountability; tends to trust people to perform; lets direct reports finish their own work. Developing Self: Shows evidence of personal development (e.g. software skills enhancement, financial training); completes specialized training as appropriate (e.g. research, compliance, etc.); identifies ways to improve efficiency and accuracy. Developing Others: Provides challenging tasks and assignments; holds frequent development discussions, completes performance reviews, etc; is aware of each direct report s career goals; constructs compelling development plans and executes them; pushes direct reports to accept developmental moves; provides mentoring; is a people builder. Notes/Comments on Competency Areas and Suggestions for Improvement (optional but strongly encouraged) 5
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