An employee performance evaluation is a regular assessment and review of an employee’s performance on the job. Typically, managers conduct a full performance evaluation annually, with regular check-ins throughout the year. Performance evaluations allow an employer to set clear expectations and measure the employee’s success. The information gathered as part of a performance evaluation can help drive decisions about pay raises, promotions and layoffs.

Often, performance reviews include the manager’s evaluation of the employee’s performance as well as a self-evaluation conducted by the employee about their own review of their success. Performance evaluations should be judged against specific goals using clearly defined metrics.

Employee evaluation serves a number of purposes meant to improve the individual’s performance and the company culture. Here are some of the benefits of professional employee evaluations:

  • They help employees better understand what’s expected of them.
  • The manager has an opportunity to better understand the employee’s strengths and motivations.
  • They give helpful feedback to employees on how they can improve their performance in the future.
  • They can help the employee and manager plan for the employee’s future.
  • They give objective reviews of people based on standard metrics, which can be useful for fairly evaluating promotions, raises and bonuses.


In the company, the employee evaluation process is often mistaken as the mentor-buddy program. These practices are somewhat similar but have differences. The main difference is that the employee evaluation is used to gauge the employee’s capabilities and to further assess how they will be useful in their own fields and as basis for the regularization of the employee. It is also used for future employment purposes to provide insight for the new employers about the employee’s moral character.

As for the mentor buddy program is a proposed plan for the department heads or team leaders to follow up people in their team to assess their work, how they are adjusting to the company and such. Refer to the mentor-buddy process through this link: https://hoithr.freshdesk.com/a/solutions/articles/63000264342

Although some steps are similar, the purposes are different.

The company’s process of employee evaluation is as follows:

1. The onboarding officer creates an action in Strategy X for the department heads or team leaders to start the employee evaluation process. The action must state that it is for employee evaluation and not for the mentor-buddy program.


2. After the action has been assigned to the department heads or team leaders, the onboarding officer must see to it that the HR generalist assigned on-site/at the office is the approver.


3. This is implemented every first, third, and fifth month. With the fifth month evaluation to serve as basis for regularization.


4. After each evaluation and the evaluation form has been filled up by the department head or team leader, the action will be completed in Strategy X and will be sent for approval.


5. If it has been approved by the HR generalist, he/she then converts it to a PDF file since the form is a written one and not a ready-made one to be filled up online and stores it the 201 file of the employee.


The contents of the employee evaluation form are the following: 

1. Employee Name - the name of the employee being evaluated.

2. Position - the position of the employee in the company.

3. Evaluator Name - the name of the department head/team leader.

4. Employee’s Department - the department in which the employee belongs to.

5. Date Covered - the date the evaluation covers.

6. Date Discussed - the date the evaluation is conducted.

7. Purpose of Evaluation - the reason why the evaluation is being done.

  • 1st month
  • 3rd month
  • Regularization evaluation

8. Type of Evaluation - the type of evaluation to be conducted.

  • Probationary (No KPI)
  • Probationary (With KPI)
  • Team Leads
  • Officers
  • Rank and File


Part I. Performance Target:

9. Attendance – the extent to which the employee carries himself/herself in a manner than reflects company values and image to clients/customers and to the public in general.


10. Critical Incidents/Challenges/Considerations When the Employee Positively Manifested Such Skills/Behaviors (For Attendance) - as what the headline says, incidents/challenges/considerations where the employee presented such skills/behaviors.


11. Code of Conduct Adherence – the extent to which the employee adheres to the company’s policies and rules of conduct.


12. Critical Incidents/Challenges/Considerations When the Employee Positively Manifested Such Skills/Behaviors (For Code of Conduct Adherence) - as what the headline says, incidents/challenges/considerations where the employee presented such skills/behaviors. 


13. Work Attitudes – continuous improvement: the extent to which the employees come up with ways of approaching tasks thereby increasing the efficiency and quality of outputs.


14. Critical Incidents/Challenges/Considerations When the Employee Positively Manifested Such Skills/Behaviors (For Work Attitudes) - as what the headline says, incidents/challenges/considerations where the employee presented such skills/behaviors. 


15. Sense of Responsibility – understands the role and value that he/she plays in the organization and how his/her performance and behavior affect the company’s growth and development


16. Critical Incidents/Challenges/Considerations When the Employee Positively Manifested Such Skills/Behaviors (For Sense of Responsibility) - as what the headline says, incidents/challenges/considerations where the employee presented such skills/behaviors. 


17. Customer Service – understands the work is providing the best service to internal and external customer; goes out of his/her way to delight customers by “going the extra mile” in serving them.


18. Critical Incidents/Challenges/Considerations When the Employee Positively Manifested Such Skills/Behaviors (For Customer Service) - as what the headline says, incidents/challenges/considerations where the employee presented such skills/behaviors. 


19. Job Knowledge (Professional and Technical) – the extent to which the employee possesses knowledge specific to job functions through the application of related procedures, principles, theories, and concepts.


20. Critical Incidents/Challenges/Considerations When the Employee Positively Manifested Such Skills/Behaviors (For Job Knowledge) - as what the headline says, incidents/challenges/considerations where the employee presented such skills/behaviors. 


21. Work skills

Quality of Work – the extent to which the employee is able to meet the expected output that is free of error or with minimal corrections at least.


22. Critical Incidents/Challenges/Considerations When the Employee Positively Manifested Such Skills/Behaviors (For Quality of Work) - as what the headline says, incidents/challenges/considerations where the employee presented such skills/behaviors. 


23. Quantity of Work – the extent to which the employees is able to produce the maximum volume of output.


24. Critical Incidents/Challenges/Considerations When the Employee Positively Manifested Such Skills/Behaviors (For Quantity of Work) - as what the headline says, incidents/challenges/considerations where the employee presented such skills/behaviors. 


25. Description and Equivalent - description of the evaluation.


26. Remarks – indicator if the employee being evaluated has passed or failed.


Part II. Developmental Plans

27. Professional Capabilities - the overall potential of the employee being evaluated in terms of professionalism.

  • Attendance Punctuality and Code of Conduct Adherence - he/she follows and abides the attendance policy and the code of conduct.
  • Work Habits Attitude - his/her attitude towards the work he/she has been given.
  • Job Knowledge (Professional and Technical) - how much he/she knows about his/her job scope, be it professionally or in technical terms. 
  • Work Skills - his/her comprehensive work abilities.


28. Areas of Improvement - the areas in which the employee needs to work on. 

  • Attendance Punctuality and Code of Conduct Adherence - he/she follows and abides the attendance policy and the code of conduct.
  • Work Habits Attitude - his/her attitude towards the work he/she has been given.
  • Job Knowledge (Professional and Technical) - how much he/she knows about his/her job scope, be it professionally or in technical terms. 
  • Work Skills - his/her comprehensive work abilities.


29. Suggested Developmental Plans by Employees - if the employee has suggestions/the employee's plan with regards to their job responsibilities.

  • Attendance Punctuality and Code of Conduct Adherence - he/she follows and abides the attendance policy and the code of conduct.
  • Work Habits Attitude - his/her attitude towards the work he/she has been given.
  • Job Knowledge (Professional and Technical) - how much he/she knows about his/her job scope, be it professionally or in technical terms. 
  • Work Skills - his/her comprehensive work abilities.


30. Immediate Superior’s Comments - the department heads/team leaders general comments about the employee.

  • Attendance Punctuality and Code of Conduct Adherence - he/she follows and abides the attendance policy and the code of conduct.
  • Work Habits Attitude - his/her attitude towards the work he/she has been given.
  • Job Knowledge (Professional and Technical) - how much he/she knows about his/her job scope, be it professionally or in technical terms. 
  • Work Skills - his/her comprehensive work abilities.


31. Acknowledgement - set of agreements the employee must adhere to while being evaluated. 



32. Acknowledged By – employee’s name evaluated will be put in this section.


33. Status - the final status of the evaluation.