Senior Manager Year-End Perance Review MS 高级经理年终绩效评估表MS.docx

PERFORMANCE PLANOverall Year-End EvaluationPERFORMANCE PLANYear-End Performance ReviewPERFORMANCE PLANYear-End Performance ReviewPERSONAL INFORMATIONEmployee name:Department:Position title:Region/Headquarters:Employee ID:Division:Supervisor name:Review date:Supervisor title:Process: The employee completes the green-shaded items in this form and provides the form in soft-copy to the supervisor at least 2 weeks before the planned meeting date. The supervisor then completes the blue-shared items in this form, without editing the employees content in the green-shaded areas. If the supervisor requires additional information about the employees performance, they may opt to use the Third Party Input Form for this purpose, sending it out 2-3 weeks before the employees meeting date. The feedback should take into account the employees self-review, any third party input, the job description, documented objectives, feedback documented over the course of the year, and other sources of information. You may also find it helpful to access previous reviews and the competency and performance management reference documents. The employee and supervisor meet to discuss the review, and edit the form (with objectives, learning plans, additional notes, etc.) after that meeting. The review form is signed by the employee and supervisor, and then by the next line of management. The form should be submitted in hard copy (so that we have signatures on file) and by email (so that we have a soft copy that can be integrated into our new performance management system). Eventually, reviews will be submitted and managed online. All reviews must be completed and submitted before the deadline.Guidance key reminders: Consider performance over the entire year, reviewing documented feedback, goals and objectives and other sources of performance information. If required, use the Third Party Input Form to obtain a more well-rounded perspective on performance. It can be used to collect performance from a key internal customer (department, team, individual), a former supervisor, a leader of a cross-department team, or any other valuable source of insight into performance. Remember to use constructive feedback techniques. The goal is to increase performance, so feedback needs to be carefully presented so that it is internalized and acted on. Ensure that you are recognizing strengths and achievements, and not just documenting opportunities for improvement. Similarly, provide even your strongest employees with ideas for areas where they can grow.Resources: For assistance with the form, guidance on wording, coaching, or advice on challenging issues, contact your Human Resources Client Service Representative. If you and the employee have a disagreement that cannot be resolved directly, consult your own supervisor. Resources such as training materials and job aids are also available on the HR website.GreenThe employee completes these itemsBlueThe supervisor completes these itemsWhitePlanning sections (IV and V) are completed together, although the employee and supervisor may add ideas/notes to the form before the meetingSECTION I RESULTS AGAINST OBJECTIVESThis section is all about what the employee contributed last year. In the sections that follow you will also provide feedback on how the employee contributed (Competencies Senior Managers only). For this years Year-End Performance Review, only the Results Against Objectives will be considered. Competencies are included to develop an understanding and discuss opportunities for development. Future Year-End Performance Reviews will together consider Results Against Objectives and Competencies.Employee: Enter information for each of your objectives for the past year, including both the objective and the measures as agreed to with your supervisor. Include any updates/changes that were agreed to over the course of the year. Provide comments on the results achieved as well as any important context.Supervisor: Review the information provided by the employee. Add comments on achievement and results, context and challenges, and/or feedback for the employee. Provide a rating for achievement against each objective (substantiated by your comments). Provide an overall rating. The overall rating should be a summary, informed by your judgment of the relative importance of each objective, the results achieved, and the context; it is not necessarily an “average” of the ratings for each objective.Ratings:Not achievedThe objective was not met; there is a meaningful gap in achievement.Partially/acceptably achieved(P/A Achieved)The objective was not fully met, but other factors/circumstances must be considered. For example: The objective was almost met; results are close to what was expected/desired Achievement was limited by circumstances outside the employees control, and the employee could not have avoided or addressed these circumstancesFully achievedThe objective was metExceededThe objective was exceeded (by a meaningful amount)ObjectivesMeasures1. Employees Comments on ResultsSupervisors Comments on ResultsRating Not achieved P/A achieved Fully achieved Exceeded2.Employees Comments on ResultsSupervisors Comments on Results Not achieved P/A achieved Fully achieved Exceeded3.Employees Comments on ResultsSupervisors Comments on Results Not achieved P/A achieved Fully achieved Exceeded4.Employees Comments on ResultsSupervisors Comments on Results Not achieved P/A achieved Fully achieved Exceeded5.Employees Comments on ResultsSupervisors Comments on Results Not achieved P/A achieved Fully achieved ExceededSupervisors Overall Rating Not achieved P/A achieved Fully achieved Exceeded 2012 Hay Group Limited All rights reserved4/11/caPERFORMANCE PLANYear-End Performance ReviewSECTION II COMPETENCIES (ONLY FOR SENIOR MANAGERS)The GNWT Management Competency Model is summarized in the table that follows. Note that this model only applies to employees in senior managerial roles. The levels increase as you move from left to right, so that Level 4 is the highest level for each competency. Levels are cumulative; a rating at Level 4 suggests that the behaviours described in Levels 1-4 are all in evidence.Employees: Provide your comments on the behaviours you demonstrate under each competency. Provide examples where possible. The GNWT Management Competency Model provides more detail on the behaviours at each level; the descriptions below are summaries only.Supervisors: Provide your comments on the behaviours you demonstrate under each competency. Provide examples where possible. The GNWT Management Competency Model provides more detail on the behaviours at each level; the descriptions below are summaries only. Select the level of each competency demonstrated by the employee. Target levels are indicated in the table header.o Within a given Level, you may indicate Low, Medium or High by selecting the appropriate rating box.o For example, if the behaviours aligned in Level 2 are in evidence, and the employee is beginning to show Level 3 behaviours, you might suggest the rightmost of the three rating boxes under Level 2. Ensure that your comments cover: Examples of behaviours supporting your rating; Any measures or evidence linked to these competencies (such as the extent to which a manager completes high quality performance reviews for staff, or effective budget/variance management); Particular strengths, specifically relating to competencies; Opportunities for improvement (phrased as constructive feedback) specifically relating to competencies; and Whether, on the whole, the employee is displaying the target level (or higher) for each competency.Target Levels for Director, Regional Superintendent and equivalentTarget Levels for ADM and Equivalent (Target Level for Deputy Head is Level 4)CommentsCompetencyLevel 1Level 2Level 3Level 4EmployeeSupervisorAuthentic LeadershipCreates a positive team environmentBuilds effective and productive teamsActs as a role modelBuilds a positive and productive workplace environmentLevel displayed: o o o o o o o o o o o oSystems ThinkingAnalyzes potential solutions using diverse informationApplies a long-term and broad perspectiveIncorporates trends and inter-connectionsUnderstands impacts on vision and connectionsLevel displayed: o o o o o o o o o o o oEngaging OthersMakes key contacts and shares informationDevelops effective relationshipsMaintains and uses a wide circle of contactsBuilds networks and partnershipsLevel displayed: o o o o o o o o o o o oAction ManagementImproves performance and adapts readilySets challenging objectives and helps others adapt Improves performance more broadly and gains commitment for changeLong-term view to goals and implements changeLevel displayed: o o o o o o o o o o o oPeople ManagementImproves self and gives direction to othersStays current and gives constructive feedbackMotivates the team and acts as a coach/mentorPlans for future human resource needs and fosters learningLevel displayed: o o o o o o o o o o o oSustainable ManagementMakes links between sustainability and success of the GNWTImproves sustainability practicesDevelops, implements, and monitors systemsPlans for the future sustainability of the GNWTLevel displayed: o o o o o o o o o o o o 2012 Hay Group Limited All rights reserved7/11/caPERFORMANCE PLANYear-End Performance ReviewSECTION III PERFORMANCE SUMMARYThis section is intended to provide an overall summary of the employees performance.Employees: Provide comments on your achievements, areas for development and feedback for the organization.Supervisors: Provide your comments on achievements. Provide your overall rating for the employee, taking into consideration:o What the employee contributed (1) Resultso How they contributed (2) Competencies (Senior Managers only; after April 2013 review only)Employees CommentsIn summary, what are the top 3 strengths or achievements that you would like to highlight (taking into consideration Results and Competencies)?Strengths and achievements:What are your top 3 areas for development or improvement?Areas for development or improvement:What are your short and long term career goals and plans, and how can the organization support you to achieve them?Career goals and plans:Do you have the resources (staff, materials, equipment, etc.) and support that you require to be successful?Comments on resources and support:Supervisors Rating and CommentsWe expect that most employees will match the rating/description highlighted in darker blue shading.oSubstantial and immediate performance improvement is requiredoImprovement or development is required for the employee to meet expectations for results and/or competenciesoPerformance meets expectations (for results and competencies) most or all of the time, and may sometimes exceed expectationsoPerformance meets all of the expectations (for results and competencies), and regularly exceeds expectations (typically 10-15% of employees)In summary, what are the top 3 strengths or achievements you would like to highlight for this employee (taking into consideration Results and Competencies)?Strengths and achievements:PERFORMANCE PLANYear-End Performance ReviewSECTION IV OBJECTIVES FOR NEXT YEARIdentify objectives that will be undertaken in this current/coming year, along with measures, and an appropriate timeline and completion date for each objective. When describing the measures, be sure to consider how you will measure % Achieved for each objective at the Year End Performance Review. The measures for each objective should be specific, observable, and indicate progress or final objective completion.When identifying objectives, remember to create them in the same was as SMART goals. Objectives should be: Specific (specify a single result that is precise and observable); Measurable (written in observable terms specifying a quantifiable desired outcome where possible); Achievable (realistic and attainable, but represents an appropriate level of challenge); Relevant (directly related to the employees responsibilities and within his/her control); and Time-based (time limited and progress towards the desired outcome can be reported).This section should be completed by the employee and supervisor together.ObjectivesMeasuresTimeline and Completion Date.5.If no new objectives are being put in place, why not? 2012 Hay Group Limited All rights reserved9/11/caSECTION V INDIVIDUAL LEARNING PLANIdentify the learning goals and associated key learning activities, appropriate timeline, and completion date. The goals you create should be SMART goals (Specific, Measureable, Achievable, Relevant, and Time-based), and remember to focus on a few areas where further development can have a more significant impact on the employees performance.Learning Goals: Identify the skills and competencies that will be the focus of learning for the upcoming year. When identifying a goal, think of the desired expected learning or final outcome.Type of learning goal: Identify whether a goal is Operational (Op) or Developmental (Dev) in nature. Operational goals: Classroom and/or on-the-job training that enables trainees to acquire the knowledge & skills necessary to reach the level of proficiency required to perform the full duties of a position. Developmental: Any learning activity to improve abilities, capabilit