| Conventional wisdom says that there's no such thing | | | | competencies, 3.)key responsibilities, 4.) goals and |
| as a perfect employee performance appraisal form. | | | | major projects and 5.) individual achievements and |
| And with so many sorry examples of appraisal forms | | | | accomplishments. |
| around, conventional wisdom might almost seem | | | | Organizational & Job Competencies |
| correct. | | | | The first two sections of the employee performance |
| It's not. There is an ideal model for the employee | | | | appraisal form focus on the "how" of the job, the way |
| performance appraisal form. And getting the form right | | | | the individual goes about accomplishing his results. Here |
| is essential to effective employee performance | | | | we identify and assess competencies - the behavioral |
| management, since the appraisal form is the lightning | | | | elements of the job. To start, top management should |
| rod that not only attracts everyone's attention, but also | | | | identify a small number, usually about a half-dozen or |
| focuses organizational energy on the issues of highest | | | | so, of the competencies expected from every |
| priority. An ideal form has five key components that | | | | member of the organization, regardless of the |
| cover 1.) organizational competencies, 2.) job | | | | individual's job or level in the company. |