I'm looking for examples of employee performance reviews. Our reviews now are nothing more than a recommendation for pay raise or not.

Does anyone have examples they would like to share.

I didn't have a lot of luck finding anything, but I found one:

Evidence of Effectiveness of OJT (On the Job Training) - ISO 9001 Clause 6.2.2 (http://elsmar.com/Forums/showpost.php?p=131877&postcount=21)

Here's a standard job description:

What are your references and standards in writing Job Descriptions? (http://elsmar.com/Forums/showpost.php?p=174211&postcount=10)

Do employees not have documented what their job expectations are? It should be a simple task of sitting down and assign a score based on their performance vs. what they were expected to do.

Is there something more sophisticated you're looking for?

If you run a serch on the cove for example for the words "training competency matrix" you got some discussion threads on the subject?

And go to page 54 in the post attachment list, for forms:
http://elsmar.com/Forums/fileslist.php?mode=allfiles&sortby=&pageamt=2&fid=&page=54
BR
György

Our job descriptions really only outline department responsibilities.

A performance review (in my opinion) should be based on measurable objectives and should support company goals and objectives and take into consideration attendance, attitude, leadership etc.

This is all going to be new to my company and I was just looking for examples of what other people are doing and how the categories are graded/weighted.

Our job descriptions really only outline department responsibilities.

A performance review (in my opinion) should be based on measurable objectives and should support company goals and objectives and take into consideration attendance, attitude, leadership etc.


Are you sure this type of review is what you really want? Attendance at work is a requirement so it is more of a disciplinary issue than a performance issue. What measurable objectives do you expect to use for attitude and leadership? Those are subject to bias in interpretation unless it is just a checklist of things that you observe. The right idea is to stay with the company goals and objectives and determine how you contribute to those goals.

Performance reviews have mainly become the tool to set salaries and give raises. If they were actually used to identify weaknesses in individuals that are outside of the defined process, they may be useful. It is rare to see that type of review.

Bill Pflanz

This is a annual review and does have salary/raise implications.

Attendance can be a discipline issue if it falls outside your attendance point policy or what ever the company has deemed as unacceptable, but it should also be taken into consideration at raise time. A person may be able to call in once a month with out penalty, however this has an impact on the company and a person who misses no time should be rewarded for that.

Again I'm just looking for examples. What we have now is just a recommendation for a raise with out any criteria to base it on.

Here are some examples of what to use in the performance review.

1. Take the department head objectives that were assigned by management as being important to accomplish this year.

2. Determine what actions are needed by the employees in order to accomplish the department objectives. Some employees may have work to do on every objective and others only 1 or 2 objectives.

3. Monitor the progress of the department objectives especially in the department meetings and with the department employees.

4. Give the pay raise based on how effectively the department objectives were met. Any objectives not met would reduce the pay raise for everyone including department management.

Ideally this approach would be great but realistically the amount of dollars for pay raises for your department are set by management and you are really faced with how to divide up that set amount among the employees. You are also giving pay raises for doing something that is already required by management. Eventually some employees will get pay raises beyond the reasonable salary for the job that they do.

I have always felt that cost of living raises should be given as needed and any additional merit raises come from a bonus pool related to profits. If someone has been identified as outside the normal distribution they should be rewarded separately if on the plus side or receive special attention or dismissed if on the low side. Management would need to evaluate the accomplishments or problems with these individuals as part of the review process.

As a disclaimer, I have felt this way for a long time (and it pre-dates my exposure to Deming's beliefs on performance reviews) but I was also never successful in getting this type of system accepted. I did have one boss who basically agreed in concept but was stuck in the traditional methods managed and mandated by Human Resources. Your challenge will be to develop some mechanism for dividing up the pay raise amount. The good news is that this information is not openly shared among employees.

Bill Pflanz