季度考核的英文自我评价

季度考核英文自我评价怎么写呢？我们一起来看一看

1、季度考核英文自我评价可以写自己的工作内容、工作职责；2、接着可以写季度考核情况；3、然后可以写对自己的评价及在工作过程中的所获所思所感；4、结尾部分写自己今后努力的方向以及对未来的职业规划。

季度考核的英文自我评价篇一

In the use of direct superior performance evaluation system, the purpose of employee self-assessment is nothing more than to: 1, the fastest quantitative data sources can be quantified; 2, reflects the staff participation in performance appraisal; Hoever, if the assessment of employees Assessment ithout a clear understanding of it, it ill lead to significant deviation of the assessment results, or even failure. We kno that the performance appraisal may be a variety of errors, such as the different leaders of different personal scales, the average tendency, etc., then the self-assessment link, hich led to the factors that lead to errors it?

First, the personality of each person is different from the self-assessment scale is very different. For example, some employees self-confidence, their on evaluation of high, some people feel inferior, their evaluation on the lo side. In addition, some people pursue perfection, strict requirements on their on, and some others have passed, these to categories of people to their on scale certainly different. Also, some old employees of the pany and colleagues kno very clearly, scoring hen its capability, and ne employees do not kno other people's shallo depth, to their scoring hen there is not much reference to speak of.

Second, psychological research shos that most people are overconfident."Do not make a normal fool," an example of this book mentioned that e often hear a lot of people say that they "not on the phase", that is, aording to the photos did not look good. In fact, the photo is an objective reflection of our appearance, and each of us in the mirror hen it ill be special (and may be unconscious or habitual) to choose the best angle, that is more than a layer of subjective Factors in it, hich led to our look in the mirror look better than the photos. So in fact, the staff part of the self-assessment on the provision of such a "mirror" to our staff to the beauty, this error hich is self-evident.

Third, the staff self-assessment of the score, the assessment ill do a great impact on the scoring. Have the experience of "bargain" people kno that if you see the stall on a package, and my heart that probably orth 100, but the mouth asking price, the boss said 500, if you really ant this package, bigMost people only dare to 300 or 400 pieces to cut. This is the so-called "anchor effect", the negotiation inside the "first offer, ithout anger in each other's situation, the higher the better" is the meaning, because the first bid ill greatly grasp the initiative, so that the other psychological expectationsResulting in great changes. Employee self-assessment actually gave the examiner a chance to take the lead in the bidder, and hether the assessment due to face or other considerations, are likely to be the "quote" effect, so that the assessment results error. We in the actual ork of human resources, but also did find this phenomenon, a pany several departments staff performance appraisal scores, ithout exception, no less than its self-rated scores.

Based on the above analysis, e ill find that the department leaders get the self-evaluation scores mixed ith too many subjective factors, so that can not be filtered through technical means, and this score ill have a great impact on the assessment; Confident employees have a high score, and sometimes due to the need for mandatory distribution, those ho require their on strict, scoring lo staff has bee a victim, because their scoring lo, the final score is difficult to be brought up leadership. In the assessment of the indicators can not quantify the more ponents, or different departments in different parts of the ork of employees, the lack of uniform measure of the time, this situation is particularly serious.

So, panies in the performance evaluation of the actual operation, ho to solve these problems I mentioned above? Many people may be from the "increase the proportion of quantifiable indicators," "to strengthen the assessment and assessment of those ho training, But in practice, it ill only increase the orkload and plexity of performance appraisal, implementation easier said than done? In fact, just look back to see the implementation of the to purposes of self-evaluation .Self-evaluation and implementation of self-evaluation, , We ill find a simple solution: the relatively objective quantifiable indicators, the implementation of "employee self-evaluation", hile maintaining a "fast data source" - in fact only data sources, but also embodied in the form "Employee participation"; and not to quantify the subjective evaluation of indicators, the assessment by the direct scoring, do not give employees self-evaluation (and thus in this link error) opportunity.

We kno that performance appraisal in human resources ork is a huge project, the implementation of the highest cost, panies should seize the main contradiction, step by step, and in the initial stage, but not for the form of trapped. So is slightly Jun policy for some enterprises initially set up performance management system, simply cancel the self-evaluation session, thus avoiding the link error, but also to a certain extent reduce the orkload and plexity of the assessment for the next Step smooth implementation of the ell prepared.

Of course, the front said that the main business in the initial stage of performance management situation. When panies meet the folloing conditions: First, the implementation of the more smooth performance management, implementation costs can be effectively controlled; Second, the formation of a good performance ithin the pany culture, e understand the performance management is more uniform, their on evaluation More objective; Third, the department leaders generally have a clear understanding of the loer levels and independent judgments; e can think that enterprises have entered the advanced stage. At this point to carry out a real staff self-assessment, it ill further mobilize the enthusiasm of employees and the importance of performance, thus forming a virtuous circle of performance management.

季度考核的英文自我评价篇二

Key to Performance Performance: Self - Assessment and Objectives.Performance ork is an important part of enterprise HR ork. The key to the folloing to points: First, give employees the opportunity to self-assessment; the second is to make the staff's goals and the pany's goals are consistent.

Give employees the opportunity to self-assess

First, the employee's self-assessment as part of the pany's performance appraisal process, is very important. To encourage employees to participate in the pany's performance appraisal process and ensure an effective dialogue beteen managers and employees, you can use the same form in the pany's regular performance revie process, or create a slightly modified version.

Second, the purpose of employee self-assessment is to obtain employees on their performance of self-point of vie. This is a poerful ay to give employees the opportunity to speak throughout the performance appraisal process. Sometimes, managers orry about the value of self-assessment, that employees ill simply give their praise and higher ratings in order to try to raise their actual rating. Experience has shon that the opposite trend is real, and hen e evaluate ourselves, e tend to be more severe than others.

Third, the manager's personal vie of the employee, self-assessment is a very valuable ay for the pany to get more information about employee performance. It can also help managers stay ready to deal ith differences in opinion or opinion and gain insight into employee expectations.

So that the objectives of the staff consistent ith the pany's goals

The importance of creating a SMART (concrete, measurable, achievable, relevant, time-bound) goal is to associate the employee's goals ith higher-level anizational goals, and you create for employees' This is a very important "context." This helps employees understand hy their ork is important and ho their ork contributes to the suess of the anization as a hole.

Practice has proved that the goal of the staff ith a higher level of departmental goals, the objectives of the branch and the goal of the entire enterprise linked to create a personal goal and anizational goals consistent ith the "big environment" for the development of staff performance is crucial Important, but also allo employees to feel that their ork is very important.

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