Maharshi Karve Stree Shikshan Samstha’s
Smt. Bakul Tamat Institute of Nursing College, Karvenagar,
Pune 52.
SUBJECT: NURSING MANAGEMENT
TOPIC: PREPARE A PLAN OF ACTION FOR
PERFORMANCE APPRAISAL
SUBMITTED TO, SUBMITTED BY
MRS Nupoor Bhambid Ms. Snehal Kapare
PROFESSOR, 2 YEAR MSC NURSING
ND
MKSSS, BTINE. MKSSS, BTINE.
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Prepare a plan of action for performance appraisal
INTRODUCTION
Nearly all organizations seek to monitor the job performance of their members through
an evaluation system. Employees who perform their jobs well are usually rewarded and those
who do not are penalized. Although all organizations have adopted methods for personnel
appraisal, their effectiveness is still a matter of dispute.
Performance appraisal may be measured by quantitative and qualitative aspects of the job
performance, against such factors as job knowledge, quality and quantity of output, initiative,
leadership abilities, supervision, dependability, co-operation, judgment, health, and various other
aspects of jobs. Thus performance appraisals is the assessment of employee performance in past,
to improve his future performance.
PLAN OF ACTION FOR PERFORMANCE APPRAISAL
1. Design a legally valid performance review process
The law requires that performance appraisals be: job-related and valid; based on a thorough
analysis of the job; standardized for all employees; not biased against any race, color, sex,
religion, or nationality; and performed by people who have adequate knowledge of the person or
job. Be sure to build in the process, a route for recourse if an employee feels he or she has been
dealt with unfairly in an appraisal process, e.g., that the employee can go to his or her
supervisor's supervisor. The process should be clearly described in a personnel policy.
2. Design a standard form for performance appraisals
Include the name of the employee, date the performance form was completed, dates specifying
the time interval over which the employee is being evaluated, performance dimensions (include
responsibilities from the job description, any assigned goals from the strategic plan, along with
needed skills, such as communications, administration, etc.), a rating system (e.g., poor, average,
good, excellent), space for commentary for each dimension, a final section for overall
commentary, a final section for action plans to address improvements, and lines for signatures of
the supervisor and employee. Signatures may either specify that the employee accepts the
appraisal or has seen it, depending on wording on the form.
3. Schedule the first performance review for six months after the employee starts
employment
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Schedule another six months later, and then every year on the employee's anniversary date.
4. Initiate the performance review process and upcoming meeting
Tell the employee that you're initiating a scheduled performance review. Remind them of what's
involved in the process. Schedule a meeting about two weeks out.
5. Have the employee suggest any updates to the job description and provide written input
to the appraisal
Have them record their input concurrent to the your recording theirs. Have them record their
input on their own sheets (their feedback will be combined on the official form later on in the
process). You and the employee can exchange each of your written feedback in the upcoming
review meeting. (Note that by now, employees should have received the job descriptions and
goals well in advance of the review, i.e., a year before. The employee should also be familiar
with the performance appraisal procedure and form.)
6. Document your input -- reference the job description and performance goals
Be sure you are familiar with the job requirements and have sufficient contact with the employee
to be making valid judgments. Don't comment on the employee's race, sex, religion, nationality,
or a handicap or veteran status. Record major accomplishments, exhibited strengths and
weaknesses according to the dimensions on the appraisal form, and suggest actions and training
or development to improve performance. Use examples of behaviors wherever you can in the
appraisal to help avoid counting on hearsay. Always address behaviors, not characteristics of
personalities. The best way to follow this guideline is to consider what you saw with your eyes.
Be sure to address only the behaviors of that employee, rather than behaviors of other
employees.
7. Hold the performance appraisal meeting
State the meeting's goals of exchanging feedback and coming to action plans, where necessary.
In the meeting, let the employee speak first and give their input. Respond with your own input.
Then discuss areas where you disagree. Attempt to avoid defensiveness; admitting how you feel
at the present time, helps a great deal. Discuss behaviors, not personalities. Avoid final terms
such as "always," "never," etc. Encourage participation and be supportive. Come to terms on
actions, where possible. Try to end the meeting on a positive note.
8. Update and finalize the performance appraisal form
Add agreed-to commentary on to the form. Note that if the employee wants to add attach written
input to the final form, he or she should be able to do so. The supervisor signs the form and asks
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the employee to sign it. The form and its action plans are reviewed every few months, usually
during one-on-one meetings with the employee.
9. Nothing should be surprising to the employee during the appraisal meeting
Any performance issues should have been addressed as soon as those issues occurred. So nothing
should be a surprise to the employee later on in the actual performance appraisal meeting.
Surprises will appear to the employee as if the supervisor has not been doing his/her job and/or
that the supervisor is not being fair. It is OK to mention the issues in the meeting, but the
employee should have heard about them before.
WRITING PERFORMANCE REVIEW ACTION PLANS
10. Writing performance review action plans may feel tedious, but it's essential to do them right
so your employees know exactly what is expected. Instead of seeing this task as a burden, try
to imagine you are saving yourself time later-a well-written action plan can save you many
hours of explaining goals in the future. To simplify the process, follow these tips for writing
performance review action plans:
Write Out Specific Goals
Set Deadlines
Provide Measurable Benchmarks
Establish a Reliable Documentation Process
Present Incentives
Detail Punitive Action for Poor Performance
FORMAT FOR WRITING PERFORMANCE APPRAISAL
Guidelines:-
1 Define the purpose of assessment
2 Decide as to which groups are to be assessed
3 Select and define the qualities to be assessed on a Five point Rating
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scale. 4 Include the following areas
- Quality of performance - Quantity of work
- Quality of work
- Mental qualities - Ability to learn
- Adaptability
- Originality
- Reasoning powers
- Supervisory qualities - Leadership
- Organizing ability
- Cooperation
- Personal qualities - Honesty
- Self control
- Initiative
- Appearance
- Attitude towards fellow workers
- Attitude towards work
- Capacity for further development - Intelligence
- Acceptance of responsibility
- To lead a group
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Remarks & Signature of supervisor- Signature of student
Date: Date:
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SAMPLE STAFF PERFORMANCE APPRAISAL FORMAT
The purpose of this appraisal form is to provide a written record for the staff member and
his or her supervisor on the nature of the former’s job and his or her performance in it.
Supervisors are urged to be frank in their evaluations both for the benefit of the staff member and
for the accuracy of this appraisal record. This appraisal will become a part of the staff member’s
personal file.
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Registered Nurse – Performance Appraisal
Appraisal Score Overall Score: / 5.0
Employee Information
Name: Division:
Job Title: Department:
Review Period
Evaluation Date:
Review Period: From: To:
Evaluated by:
Job Description
Incumbent in this class performs process duties related to providing public health nursing
care to patients in a variety of community and clinical settings. Responsibilities include taking
patient histories, performing triage, providing assessments, and administering medications.
Instructions
The first section below consists of the individual annual goals developed for this
employee for the past year. Please evaluate the degree to which the goals were achieved. The
sixth section below is where you should document the employee’s individual goals for the
coming year. The employees’ achievement of these individual goals will be evaluated in
following year’s performance appraisal.
Core Competencies Summary
Core Competencies Score: 0 1.2 2.5 3.8 5.0
Score:
Leadership
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Job Competencies Summary
Job Competencies Score: 0 1.2 2.5 3.8 5.0
Score:
Interpersonal Skills
Customer Focus
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Eg.12 Lead ECG Summary
12 Lead ECG Score: 0 1.2 2.5 3.8 5.0
Score:
Order entry
Equipment
Skin preparation
Electrodes
Lead attachment
ECG machine
Quality ECGs and troubleshoot
Past Performance Goals Score: / 5.0
Leadership Employee Score: /5.0 (100 %)
Manager Score:
Creates an environment where employees Outstanding
are encouraged to challenge themselves to Exceeds Expectations
meet attainable goals. Meets Expectations
Below Expectations
Needs Improvement
Self:
Comments:
Development
Plan:
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Interpersonal Skills Employee Score: /5.0 (100 %)
Manager Score:
Is sensitive to the needs, feelings and capabilities of others. Approaches others in a non-
threatening and pleasant manner, and treats them with respect.
Excellent interpersonal skills. Always deals with others in a pleasant and respectful
manner. Displays sensitivity to the needs and concerns of others.
Very good interpersonal skills. Deals with others in a pleasant and respectful manner.
Displays sensitivity to the needs and concerns of others.
Good interpersonal skills. Usually deals with others in a pleasant and respectful manner.
Considers the needs and concerns of others.
At times, needs to be more sensitive to the needs, feelings and capabilities of others. Has
not always dealt with others in a pleasant and respectful manner.
Does not display good interpersonal skills, and often treats others with a lack of respect.
Self:
Comments:
Development Plan:
Customer Focus Employee Score: /5.0 (100 %)
Manager Score:
Is dedicated to meeting the expectations and requirements of internal and external customers; gets
first-hand customer information and uses it for improvements in products and services; acts with
customers in mind; establishes and maintains effective relationships with customers and gains their
trust and respect.
Even the best people may have only a few towering strengths, and some very good
people have none. The Learner is outstanding in this area, a model, one of the best you've ever
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seen – people might seek out this person for guidance in this area. A rare skill; a gift; anyone
who knows this person would rate this as a 'Towering Strength'.
The Learner has notable strength in this area; better than most. The Learner could be a
coach in this area. Might select this person for a team just for this special talent. A clear majority
of people who know him/her would agree with this rating.
The Learner does what is expected; about like most others. If everyone performed this
well on key skills, the organization would be competent and successful. Different raters might
disagree on the rating; some seeing it as a talent, some as a weakness.
Almost everyone has a few of these, i.e. not always up to standard on everything. The
results have fallen short, and opportunities have been missed because of this weakness. The
Learner is working on improving this competency. With normal development, this could be
raised to at least "Skilled/OK".
There is serious, pressing need to improve in this area; it is hurting performance. The
Learner doesn't understand this area, doesn't accept the need, or doesn't know what to do about it.
It remains an issue; his/her career could be stalled or stopped. Almost everyone who knows
him/her would agree with this rating.
Self:
Comments:
Development Plan:
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12 Lead ECG Score: /5.0 (20 %)
Rating S-Satisfactory; N-needs more practice; U-unsatisfactory
Method of Verification W-Observe in Work; S-Observe simulation; T-
test; O-Other
Competency Method of Date Rating Comments: Initials Score
Verification Observed /5.0
Assures proper
documentation of (15%)
order & entered
into Order Entry.
Is familiar with
the equipment. (20%)
Demonstrates proper
skin preparation. (10%)
Properly attaches
electrodes by assuring (15%)
they are placed in the
correct intercostal
spaces
Correctly attaches
leads (20%)
Shows ability to
properly operate the (10%)
ECG machine and
properly enter
required data, using
the M number
correctly
Demonstrate the
ability to obtain (10%)
quality ECGs and
troubleshoot those of
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poor quality.
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New Performance Goals
Milestone
Measurement
Development Plan
Development Objectives
Title:
Due:
Manager Summary Comments
Employee Summary Comments
By signing below, I am indicating that I have read and understood this evaluation.
Signatures
Employee: Date:
Direct Manager: Date:
Succession Planning
Potential for
Promotion
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Rate this direct report on his/her High Potential – potential to move up 2-3 levels.
readiness for promotion by Promotable – potential to move up 1 level.
choosing the best option from the Well placed in current role.
list. Needs development in current
role. Not acceptable in current
role.
Too new to rate.
Timing of Next Promotion
Rate this direct report on his/her Immediate – ready for promotion.
readiness for promotion by Within 1 year.
choosing the best option from the Within 2 years.
list. Greater than 2
years. Too new to
rate.
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Risk of Leaving
Rate this direct report's risk of None – not likely to leave.
leaving the organization by Low – likely to leave within 5 years.
choosing the best option from the Medium – likely to leave within 1
list. year. High – likely to leave within the
year. Too new to rate.
Reason for Leaving
Choose the best option from the list Approaching retirement.
to describe why you think this Lack of growth opportunities.
direct report may leave the Returning to school.
organization Dissatisfied with compensation.
Other reason.
Not applicable.
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