Difference between revisions of "Staff Performance Evaluation Review (PER)"

Difference between revisions of "Staff Performance Evaluation Review (PER)"

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{{Term|STAFF PERFORMANCE EVALUATION REVIEW (PER)|Ideally it should add value, identify organizational barriers, offer the opportunity to explore career aspirations and provide staff with feedback and honest dialogue. The goal of the performance evaluation process should be to manage individual performance and development in an manner, while supporting individual accomplishments. The PER process evaluates the extent to which agreed results have been achieved and assesses core managerial competencies, as well as key functional/technical skills of staff.<ref>UNITAR: Operationalizing Results-based Management (RBM) at UNITAR, 2009.</ref>}}
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{{Term|STAFF PERFORMANCE EVALUATION REVIEW (PER)|Ideally it should add [[Value|value]], identify organizational barriers, offer the opportunity to explore career aspirations and provide staff with [[Feedback|feedback]] and honest dialogue. The [[Goal|goal]] of the performance evaluation process should be to manage individual [[Performance|performance]] and development in an manner, while supporting individual [[Accomplishment|accomplishments]]. The PER process evaluates the extent to which agreed [[Result|results]] have been achieved and assesses core managerial [[Competence|competencies]], as well as key functional/technical skills of staff.<ref>UNITAR: Operationalizing Results-based Management (RBM) at UNITAR, 2009.</ref>}}
  
  

Latest revision as of 10:24, 25 July 2011

Term2.png STAFF PERFORMANCE EVALUATION REVIEW (PER)
Ideally it should add value, identify organizational barriers, offer the opportunity to explore career aspirations and provide staff with feedback and honest dialogue. The goal of the performance evaluation process should be to manage individual performance and development in an manner, while supporting individual accomplishments. The PER process evaluates the extent to which agreed results have been achieved and assesses core managerial competencies, as well as key functional/technical skills of staff.[1]



References

  1. ↑ UNITAR: Operationalizing Results-based Management (RBM) at UNITAR, 2009.
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