The Upgrading of Employee Performance Evaluation

The Approach to Creating a New Evaluation System

To be able to create a new performance evaluation system, the manager will have to discuss its basic principles with every worker (if possible). By doing this, the manager will ensure that all employees can get used to the new system and recognize the need to implement it (Matheson, Van Dyk, & Millar, 2016). At this stage, it may be vital to connect with other managers to revise the set of appraisal questions. Also, the manager may use group-based questions if there is no opportunity to make the best use of value-based questions. Another important criterion of the process of creating a new appraisal system is discussing its content with the employees. This will minimize the surprise factor and help workers to get more insight into the procedural design of the new evaluation system (Matheson et al., 2016). Before creating an evaluation system, the managers will have to review the tensions associated with appraisals that are characteristic of their employees. This will give them some time to improve the draft of the new evaluation system and discuss it with their colleagues.

The Process of Determining the Most Important Competencies

To determine the key competencies, it is crucial to clarify the expected standards of performance first (Matheson et al., 2016). This step will facilitate the process of communication between managers and employees and help the former to compose all-inclusive reports reflecting employee output. It may also be useful to interview employees before defining the competencies to make sure that all the questions concerning performance and organizational development are addressed (Matheson et al., 2016). The last step will be the identification of performance criteria that are intended to involve employees in particular organizational events. Only by doing this, the manager will be able to observe and evaluate employee performance accurately. Within the framework of the next subsection, the core competencies necessary for the development of a great performance evaluation system will be discussed.

The Justification of the Most Important Competencies

The development of a decent appraisal system ultimately relies on the needs of the organization. Therefore, the core competencies can be justified based on the demands of the administration and their importance for the company. Nine key competencies should be reviewed by HR managers when they are creating a new appraisal system. First of all, there are communication, diversity, and community engagement (Matheson et al., 2016). These competencies can be justified by the need to improve interpersonal relationships and get the company to the next level in terms of teamwork. Second, there are innovation, job mastery, and sustainability (Matheson et al., 2016). These competencies can be justified by the overall importance of having knowledgeable employees that are relatively independent and can complete assignments without any assistance coming from their managers. Here, a more professional approach is needed because this appraisal involves large-scale changes in the organization. Third, there are problem-solving skills, service focus, and result-oriented employee practices (Matheson et al., 2016). These competencies can be justified by the need to create a customer-centered environment where the result is valued over everything else. Therefore, all of the competencies mentioned above can be justified by the necessity to provide customers with high-quality products and services while being involved in teamwork and different activities such as organizational learning and professional training.


Matheson, W., Van Dyk, C., & Millar, K. I. (2016). Performance evaluation in the human services. London, UK: Routledge.

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