FIRST FORM

Header Section:
 Employee name and title: The full name of the employee and their job title.
 Evaluation period: The specific time frame during which the employee's performance is
assessed.
 Supervisor name and title: The full name and job title of the supervisor doing the review.
 Department: The department the employee works in.
For example:
 Employee name and title: Rin Sonder, Sales Manager.
 Evaluation for the period: January to June 2024.
 Supervisor name and title: Jane Smith, Regional Director.
 Department: Marketing.
Goals And Objectives During This Evaluation Period:
This section is used to write down the goals and objectives the employee was working on during
this time. It could be about increasing sales, finishing projects, or improving customer service.
 Goal 1: Increase sales by 15% in the third quarter.
 Goal 2: Lead the implementation of a new customer relationship management (CRM) system.
Achievements, Accomplishments, And Responsibilities (Completed By Employee):
This section is filled out by the employee. They will list their key achievements, projects completed,
responsibilities they handled, and any specific contributions made during the evaluation period. It
allows employees to provide a self-assessment of their performance.
 Increased sales by 20% in Q3, surpassing the goal.
 Led the CRM system implementation, completing the project two weeks ahead of schedule.
Evaluation (Completed By Supervisor):
The supervisor fills out this section, providing feedback on how the employee performed. They
might look at how well the employee met their goals, how they worked with others, and how they
handled their responsibilities.
For example:
 However, there were some delays in responding to internal requests, suggesting an area for
improvement in time management.
Strengths And Areas For Development
This section focuses on the employee’s strong points and the areas where they can improve. The
supervisor writes what the employee is good at and what they need to work on in the future.
 Strengths:
 Strong leadership and project management skills.
 Excellent sales performance and customer relations.
 Areas for Development:
 Improve time management to better handle internal tasks and.
 Develop technical skills related to data analysis to make more data-driven decisions in future
sales strategies.
The purpose of this Employee Performance Review form is to help both the employee and the
supervisor discuss how the employee has done at work during a specific time period. It is used to:
1. Set goals: Look at what the employee was supposed to do during the review period.
2. Review accomplishments: The employee can list what they have done, including projects,
tasks, or responsibilities.
3. Give feedback: The supervisor writes their opinion about the employee’s performance—
what went well and what could be better.
4. Plan for the future: The form highlights the employee's strengths and suggests areas where
they can improve, helping them grow in their job.
SECOND FORM
 Employee Name: The full name of the employee being reviewed.
 Employee ID: A unique number or code to identify the employee.
 Job Title: The position or role of the employee in the company.
 Date: The day the performance review is completed.
 Department: The specific team or section where the employee works.
 Manager: The full name of the person conducting the review.
 Review Period: The time period covered by the performance review.
For example:
 Employee Name: Rin Sonder
 Employee ID: 12345
 Job Title: Sales Manager
 Date: October 10, 2024
 Department: Marketing
 Manager: Jane Smith
 Review period: January - September 2024
 Rating:
This section contains performance categories with a five-point scale (from Poor to Excellent) where
the reviewer rates the employee on various competencies. Each category has a section for
comments.
o 1 = Poor (the employee did not meet expectations)
o 2 = Fair
o 3 = Satisfactory (the employee met expectations)
 o 4 = Good
o 5 = Excellent (the employee exceeded expectations).
There are six main categories:
1. Job Knowledge: This rates how well the employee understands their job and how much they
know about the tasks they need to do.
o Comments: Space to add more details about their knowledge or any suggestions for
improvement.
2. Work Quality: This looks at how well the employee does their tasks, whether they are
accurate and of high quality.
o Comments: Additional notes on how good the employee’s work is.
3. Attendance/Punctuality: This measures if the employee comes to work on time and how
often they are absent.
o Comments: Details about the employee’s attendance or punctuality, including any
problems or good points.
4. Productivity: This is about how much work the employee gets done and how efficient they
are.
o Comments: Any feedback on how quickly or efficiently they complete their work.
5. Communication/Listening Skills: This section rates how well the employee communicates
with others, listens to instructions, and shares information.
o Comments: More details on how well the employee interacts with colleagues,
managers, or customers.
6. Dependability: This rates how reliable and trustworthy the employee is when doing their
work or fulfilling responsibilities.
o Comments: Space to explain whether the employee can be trusted to complete tasks
and be reliable.
The purpose of the Employee Performance Review form is to evaluate how well an employee is
performing in their job. It allows managers to:
1. Provide feedback: The form helps managers give clear and structured feedback on the
employee’s strengths and areas for improvement.
2. Set goals: It helps identify what the employee should focus on in the future, whether that’s
improving skills or meeting specific targets.
3. Track progress: The form provides a record of performance over time, so employees and
managers can see if the employee is improving or if further action is needed.
4. Support decisions: This review can be used to help decide things like promotions, raises, or
additional training.

Differences:
1. Form Layout:
o The first form has big empty boxes where the employee and the supervisor can write
about goals, achievements, and areas for improvement.
o The second form has a list of performance areas (like Job Knowledge, Work Quality,
etc.) with checkboxes to rate the employee from 1 to 5.
2. Type of Feedback:
o In the first form, most of the feedback is written. It is more like a conversation where
the supervisor writes about the employee’s work.
o In the second form, the supervisor gives a score for each category and writes short
comments below each one.
3. Focus of Evaluation:
o The first form focuses on goals, achievements, and strengths. It allows for more
detailed feedback about the employee's work during the evaluation period.
o The second form focuses on specific categories like punctuality and communication,
with scores that make it easier to compare performance.
4. Final Rating:
o The first form does not have an overall rating at the end.
o The second form gives an overall rating by averaging the scores from different
performance categories.
Similarities:
1. Employee Information:
o Both forms ask for the employee’s name, job title, department, and evaluation period.
2. Purpose:
o Both forms are used to evaluate how well an employee has done their job during a
certain period.
3. Feedback from Supervisor:
o Both forms allow the supervisor to give feedback, whether it’s written feedback (first
form) or both scores and comments (second form).
In short, the first form is more about writing detailed feedback, while the second form uses
numbers and short comments to show how well the employee did in different areas

The purpose of the two forms is to evaluate employee performance during a specific
period, but they approach it in different ways:
1. First Form:
o The purpose is to provide detailed, qualitative feedback. It allows both the employee
and supervisor to reflect on goals, achievements, and areas for development in a more
open-ended, narrative format.
 o It focuses on goal-setting, accomplishments, and overall performance through
written descriptions, making it useful for in-depth conversations about strengths and
improvements.
2. Second Form:
o The purpose is to give a structured, quantitative assessment of the employee’s
performance in specific areas like job knowledge, productivity, and attendance.
o It uses a rating system (1-5) for different categories, which helps compare
performance across different employees or track progress over time in a more
measurable way.
In summary, while both forms aim to evaluate performance, the first form focuses on
qualitative feedback and personal achievements, while the second form uses quantitative
ratings to assess specific job skills and behaviors.
 Use the first form when you want a deeper, more reflective evaluation.
 Use the second form when you need a quick, numerical overview of the employee’s
performance or need to compare employees based on specific criteria.
The Evaluation Period and the Review Period are similar, but they are not exactly the
same. Here's the difference:

 Evaluation Period: This refers to the specific time frame during which the employee's
performance is being evaluated. For example, it could be the past 6 months or the last year. It
is the period of work that is being assessed.
 Review Period: This refers to when the performance review or meeting is conducted. It's the
actual time when the employee and the supervisor sit down to discuss the employee’s
performance. The review period usually happens at the end of the evaluation period, but the
two terms are not interchangeable.
Example:
 The Evaluation Period could be from January to June (the time frame being evaluated).
 The Review Period could be in July (the month when the review meeting happens).
In short, the Evaluation Period is the timeframe being assessed, while the Review Period is
when the review takes place.
Purpose of the Form
This form helps managers give structured feedback to employees, helping them understand
what they are doing well and where they need to improve. The comments section in each
category allows the manager to provide specific examples or suggestions for development.