RR Policy 0-7 - Performance Appraisal Policy
Purpose: All employees must receive an annual written Performance Appraisal to document job performance, highlight areas of development, and set goals for the coming year. This process allows Red Road Health Solutions to offer the highest level of support to our employees and encourage strong job performance.
Process: Performance Appraisals are conducted every December and is for employees who have joined the company before 1st November of the same year. Each performance appraisal must utilize the Red Road Health Solutions’ Performance Appraisal Evaluation Form (RR Form 0-5 for support staff team leaders, managers, and data experimentation team. RR Form 0-5.1 for all other staff) and include an overall rating of employee performance, as well as signatures from the employee, the supervisor who wrote the appraisal and the manager of that supervisor.
A final rating is an important element of this process, as this information will be used to differentiate and distribute merit increases in the salary review process and to ensure equity and fairness in employee development and promotion.
Performance Evaluation form should be placed in the employee file upon completion.
Performance Appraisal Evaluation Form – Provides guided questions and points that define parameters used to evaluate performance. Supervisors will use the open-ended format of the questions in this document to expand on their assessment of the employees’ performance and set measurable SMART goals for the coming year.
Guiding Principles
The following principles represent additional best practices within the performance appraisal and management process:
Supervisors should communicate the company’s performance appraisal timeline and process to employees on an annual basis.
Goals and expectations should be clearly defined and communicated at the start of the performance management cycle and should tie to Red Road Health Solutions’ goals as well as the employee’s Job Description.
Supervisors should provide performance criteria, standards and/or metrics so that employees understand what the various performance rating levels “look like” in terms of performance and actions (e.g. what would it take to be considered an “outstanding” performer?). Employees cannot meet a standard that they did not know existed.
Goals and expectations should be monitored throughout the performance cycle. This should occur as two-way dialog between the supervisor and the employee regarding progress against the performance expectation and any established goals.
Supervisors should apply the performance appraisal process consistently among employees within their respective department(s).
Employees are encouraged to seek input from colleagues with whom they work and interact on their performance.