Employee Appraisal System

• Value Drivers (Quarterly) (All due at end of quarter)

o Describe steps to get to completion
o Publish these value drivers and make them accessible through directory to all
employees
▪ Unifies company, educates employees, and increases individual accountability
o One value driver assigned by direct manager (max weight of 20%)*
o One value driver companywide assigned by CEO (max weight of 15%)*
o Allow for these value drivers to connect to others in the organization
▪ Incentivize collaboration by weighting inner department collaboration at 1.1X*
and incentivize out of department collaboration with a 1.25X* artificial weight
given to those value drivers
o All value drivers are signed off on by managers
o Each Value driver is given a weight out of 100% (describes the time it will take to
complete)
▪ Beyond this the manager will score the value driver on importance
• These scores will determine if it is (basic impact, department wide
impact, or companywide impact)
o There must be a substantial and measurable effect to qualify for
each of these ratings
• These scores will then lead to artificial weightings of 1=.8X*, 2=1X*,
3=1.5X*
o Rated on a 5-point scale
o Groups of managers meet and go through their direct reports tentative scores (don’t
know how to assign these groups in a systematic way)
▪ Limits bias by having to briefly justify the choices made
▪ Good to get mangers on the same page when it comes to the achievements of
closely related departments
o Institute a max points allocation ex. (per employee per value driver add 3.5* points)
▪ This forces a minor rank order
o Each employee is given a weighted score based on percentage assigned, importance
score, and performance score given
• Additional Tasks Completed
o Ability to add value drivers to the list
▪ These will not have weight but will keep record as to allow for both the
managers and employees to keep track of individual performance
▪ They will still be scored out of 5 by managers
• Set Standards
o Make it clear to managers and subordinates that if an employee scores at and above a
4* weighted score that that has salary increase implications along with other scores
implications etc. etc.
• Evaluation (Semi Annual)
o Managerial Evaluation
 ▪ Discuss Value Drivers and whatnot
o Peer evaluation
▪ Peers are chosen by manager
▪ Each peer fills out a brief form both qualitative and quantitative in nature
▪ These evaluations are anonymous to the one being evaluated but not
anonymous to the manager who assigned them
• They are reviewed by manager and then given to subject semi annually
▪ An attempt should be made to rotate the peers who evaluate an individual as
much as possible
▪ Also, manager fills out peer evaluation sheet as well for subordinate

• Annual Review
o Primarily an employee goal/pay discussion that takes place at a time that is not tied to a
semiannual performance evaluation
▪ Some thought should go into when this takes place in relation to when bonuses
are assigned etc.
• Publish Value Drivers and Peer Evaluations to public forum

Notes:

This information could be tied to outlook

and look something like this →

Name:

Title:

Dept:

Weighted Value Driver Score:

Weighted Peer Score: four metrics (CPTI)

(green, yellow, orange, red)

Weighted scores are aggregated along a

moving recency biased evaluation curve;
these aggregated scores are the ones that
are displayed in outlook.

Something like or similar to this would greatly increase department collaboration and task visibility. Both
of which being weak points in our current organizational structure. This public accountability to your
peers would lead to people being significantly more helpful to one another. As an aside, this system is
not overly complex and could be created in house if that was preferred.