Self-assessment form Канада


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Canada Federal Skilled Worker Program points requirements

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Introduction

Applicants for Canada’s Federal Skilled Worker Program must score a minimum of 67 points from the following tables to qualify for a visa. Applicants are scored on 6 factors:

Factor 1: English and/or French language ability

Factor 2: Education

Factor 3: Skilled work experience

Factor 5: Arranged employment in Canada

Factor 6: Adaptability

Overview of Changes

Recent changes to Canadian immigration law made on May 4 th 2013 mean all applicants for the federal Skilled Worker Program must meet certain basic requirements for work experience, education, age, and language ability. These basic requirements are a listed on our Federal Skilled Worker Program page.

As of 5 November 2011, Canadian Citizenship and Immigration will accept a total of 1,000 applications from international students who have completed at least two years of study towards a PhD and or who graduated from a Canadian PhD program in the 12 months before the date their application is received.

Factor 1: English and French language ability — maximum 28 points

Applicants must have reasonable proficiency in English, French, or both languages. To prove this applicants must provide test results from the following language test providers on their Express Entry profile BEFORE they can apply for a visa:

Applicants are tested on 4 language components: speaking, listening, reading, and writing. Applicants must meet at least Canadian Language Benchmark (CLB) level 7 in all 4 components of the language test for their ‘first official language’ (either English or French) for a maximum of 24 points. Applicants can then be awarded an additional 4 points if they achieve CLB level 5 in their ‘second official language’.

CLB level in ‘first official language’

Speaking points

Listening points

Reading points

Writing points

CLB level 5 in all 4 components+

CLB level 4 or less in any component

Factor 2: Education — maximum 25 points

Applicants must have the following educational qualifications:

A Canadian secondary school certificate, or post secondary qualification, such as a college diploma or university degree, OR;

A foreign qualification, and an Educational Credential assessment, stating that the qualification is equivalent to a Canadian secondary or post secondary qualification, from one of the following organisations:

Qualification

Points

University degree at PhD level or equivalent

University degree at Master’s level or equivalent

University entry-to-practice degree or equivalent. This degree must be related to a profession at NOC Skill Level A, must be licensed by a provincial regulatory body, and must be in one of the following fields:

Two or more Canadian post-secondary degrees/diplomas or equivalent, one of which must be for a program lasting 3 years or more

A Canadian post-secondary degree/diploma or equivalent, for a program lasting 3 years or more

A Canadian post-secondary degree/diploma or equivalent, for a program lasting 2 years or more

A Canadian post-secondary degree/diploma or equivalent, for a program lasting 1 year or more

A Canadian high school diploma or equivalent

Factor 3: Work experience — maximum 15 points

Federal Skilled Worker Program applicants must have significant work experience in a skilled role, which must meet the following conditions:

Must have totalled at least 1,560 hours; approximately one year of full time work.

Must have been gained in a paid job, or multiple paid jobs

Must have been gained within the last 10 years

Must have been gained in a managerial, skilled professional, or skilled trade role; Skill Type 0, Skill Level A, or Skill Level B in Canada’s National Occupational Classification system (NOC).
A full list of FSWP eligible trades on the NOC can be found on our Canada National Occupation Classification List

You can check that you meet the Canada visa requirements by following the relevant links on out NOC list, or by taking note of the 4 digit code next to your profession and entering it on the NOC website.

You must make sure that your work experience matches that stated in the NOC. You do not have to meet the «employment requirements» section of the particular job listed on NOC.

You may need to look at a number of different occupations to find one that matches your work experience. If your occupation does not come under skill level O, A or B or your experience did not occur in the last ten years your application will be refused.

Once you have confirmed that you meet the above requirements, you can now estimate your points score. You are granted 15 points for one year of work experience and two points for each further year up to a maximum of 21 points.

Self Assessment forms and helpsheets

You can download forms and guidance to help you send your tax return either online or by post.

You must send your tax return by the deadline or you’ll get a penalty.

The main tax return (SA100)

There are 2 ways to do a Self Assessment tax return. You can:

This guide is also available in Welsh (Cymraeg).

Getting help

Extra sections

You might need to fill in more sections, known as ‘supplementary pages’, if you’re telling HMRC about these types of income:

  • employees or company directors — SA102
  • self-employment — SA103S or SA103F
  • business partnerships — SA104S or SA104F
  • UK property income — SA105
  • foreign income or gains — SA106
  • capital gains — SA108
  • non-UK residents or dual residents — SA109

Check the full list of supplementary pages to make sure you fill in the right sections if you’re sending your return by post.

If you’re sending a tax return for the 2014 to 2015 tax year or earlier, get forms from the National Archives.

Sending a tax return if you’re not an individual

There are special forms if you’re sending a tax return for a business partnership or non-resident company, or if you’re a trustee.

Self-Employed Persons Program

Business Immigration to Canada

This Canadian immigration Self-Employed Program is designed to attract those applicants who intend and are able to become self-employed in Canada. Self-employed persons who intend to live in Quebec are not eligible under this program and should apply under the Quebec Self-Employed Program.

To qualify for this program, applicants must have the relevant experience, intention and ability to either:

make a significant contribution to the cultural or sporting life in Canada as artisans or as athletes at an international level; or

  • purchase and manage a farm in Canada.
  • Relevant Experience is defined as:

    at least two years experience of participation in cultural activities or athletics at a world-class level;

    at least two years experience of self-employment in cultural activities of athletics; or

  • at least two years of farm management experience
  • Selection Factors

    Once applicants are found to meet the definition of “Self-Employed Persons”, applicants will then be assessed based on the selection criteria found in the table below. Applicants must earn a minimum of 35 point out of 100 potential points if they want to immigrate to Canada as a self-employed person.

    CLB level in ‘second official language’ Points
    Selection Criteria Maximum Points
    Education 25
    Experience 35
    Age 10
    Ability in French and/or English 24
    Adaptability 6
    Total:

    Medical exams, security risk assessments, and sufficient settlement funds

    Like most other Canadian immigration programs, the applicant and the applicant’s immediate family members must undergo medical exams and security risk assessments, as well as be able to demonstrate that they will have sufficient settlement funds to support themselves and their family once they arrive in Canada.

    Qualifying Activities for Self-Employed Persons

    Professional Occupations in Art and Culture

    5111 Librarians
    5112 Conservators and Curators
    5113 Archivists
    5121 Authors and Writers
    5122 Editors
    5123 Journalists
    5124 Professional Occupations in Public Relations and Communications
    5125 Translators, Terminologists and Interpreters
    5131 Producers, Directors, Choreographers and Related Occupations
    5132 Conductors, Composers and Arrangers
    5133 Musicians and Singers
    5134 Dancers
    5135 Actors and Comedians
    5136 Painters, Sculptors and Other Visual Artists

    Technical and Skilled Occupations in Art, Culture, Recreation and Sport

    Привет

    Русскоязычный информационно-болтологический форум

    your job performance self-assessment


    your job performance self-assessment

    Post by Ljolja » Thu Jan 17, 2013 7:51 pm

    Re: your job performance self-assessment

    Post by KotKot » Thu Jan 17, 2013 7:52 pm

    Re: your job performance self-assessment

    Post by Ljolja » Thu Jan 17, 2013 7:55 pm

    Re: your job performance self-assessment

    Post by Fortinbras » Thu Jan 17, 2013 7:55 pm

    Re: your job performance self-assessment

    Post by Teh Instructor » Thu Jan 17, 2013 7:57 pm

    у нас например есть формальные критерии, и если ставишь себе оценку, ее надо под нее подвести обоснование. Потом, задача начальника проверить что все написаное было на самом деле и соответствует критериям выбранной оценки. И если нет, то поменять оценку.
    Скромничать не надо, надо писать правду и подводить обоснование к наиболее высокой оценке, на которую удается «натянуть».

    Вот собственно и критерии —

    5 — Performance at this level consistently exceeds expectations and significantly exceeds all job requirements (example – role model for their level, ALWAYS goes above and beyond and even takes on responsibilities outside of his/her role; exhibits excellence).

    4 — Performance at this level clearly meets expectations, and regularly exceeds expectations in some areas (example – someone who without question MEETS performance expectations; proactively takes the lead role and regularly exceeds without being asked).

    3.5 — Performance at this level consistently meets expectations and also exceeds expectations in some areas (example – someone with solid performance at current level and strives to stretch beyond their level with success).

    3 — Performance at this level meets expectations for the job (example – Solid performance at current level and doing the job that is required of them. May be new to the role or level e.g. less than a year.).

    2 — Marginal performance in some areas, meets expectations in all other areas (example – may be new to the role or level OR should be working with their manager on a performance plan).

    1 — Performance at this level is inconsistent and falls below expectations (failing in their role and should be working with their manager on a performance plan).

    Re: your job performance self-assessment

    Post by inside » Thu Jan 17, 2013 8:11 pm

    Re: your job performance self-assessment

    Post by Fortinbras » Thu Jan 17, 2013 8:13 pm

    у нас например есть формальные критерии, и если ставишь себе оценку, ее надо под нее подвести обоснование. Потом, задача начальника проверить что все написаное было на самом деле и соответствует критериям выбранной оценки. И если нет, то поменять оценку.
    Скромничать не надо, надо писать правду и подводить обоснование к наиболее высокой оценке, на которую удается «натянуть».

    Вот собственно и критерии —

    5 — Performance at this level consistently exceeds expectations and significantly exceeds all job requirements (example – role model for their level, ALWAYS goes above and beyond and even takes on responsibilities outside of his/her role; exhibits excellence).

    4 — Performance at this level clearly meets expectations, and regularly exceeds expectations in some areas (example – someone who without question MEETS performance expectations; proactively takes the lead role and regularly exceeds without being asked).

    3.5 — Performance at this level consistently meets expectations and also exceeds expectations in some areas (example – someone with solid performance at current level and strives to stretch beyond their level with success).

    3 — Performance at this level meets expectations for the job (example – Solid performance at current level and doing the job that is required of them. May be new to the role or level e.g. less than a year.).

    2 — Marginal performance in some areas, meets expectations in all other areas (example – may be new to the role or level OR should be working with their manager on a performance plan).

    1 — Performance at this level is inconsistent and falls below expectations (failing in their role and should be working with their manager on a performance plan).

    Re: your job performance self-assessment

    Post by Stoic » Thu Jan 17, 2013 8:18 pm

    Я всегда подобную хрень возвращаю пустую незаполненную взад мэнадйеру со словами. — «Сам отмечай что хочешь за меня и от себя. Я все подпишу..».
    На это мне говорят. -«Ну напиши хотя бы 2-3 прожекта над которыми ты в следующем году будешь работать. «

    Кому-то в [HR] делать нефиг, вот и рассылают подобную хрень. Они типа считают, что когда ваш мэнаджер проставит свои оценки, вы поймете насколько вы себя переоцениваете и будете работать над улучшением своего пефоманса.

    А, ну еще на основании этого дают компенсацию на инфляцию 1-3%, но это уже сколько с потолка ваш начальник напишет.
    Если нормальный, то ставит всем одинаково и максимум, если гнусняк то ставит в диапозоне, стимулируя вас стараться бороться за максимум — 3%.

    Полагаю, что все они здесь читают одну и ту же книжку.

    Re: your job performance self-assessment

    Post by Teh Instructor » Thu Jan 17, 2013 8:41 pm

    Re: your job performance self-assessment

    Post by Stoic » Thu Jan 17, 2013 8:48 pm

    Мне самое главное, чтоб от меня отвалили с подобной хренью как можно быстрее. А вас похоже убедили в важности этой фигни, и вы прониклись.

    PS: Можно подумать, что если вы сами себе поставить по всем пунктам «Marginal performance in some areas», то вас уволят и не вспомнят ничего хорошего об вас.

    Re: your job performance self-assessment

    Post by Ljolja » Thu Jan 17, 2013 9:01 pm

    Re: your job performance self-assessment

    Post by baracuda08 » Thu Jan 17, 2013 9:13 pm

    я сталкивался с таким в России и в США.
    В США недавно — мой первая работа здесь. было какое-то performance review с промывкой мозгов.
    там правда 5 шкал.
    1-2 это типа плохо
    3 — Valued Contributor. это когда делаеш все что дают и это ОК в глазах индюшачего начальства.
    4 — performanced contributor. это когда подаеш другим идеи как надо сделать и люди от тебя черпают знания.
    5 — exceptional contributor. Это когда you are rocks. у нас главный индус естественно exceptional. ну а как иначе

    для fun расскажу про РФ.
    В России (москва) в очень крупной конторе — лидер отрасли.
    Так вот однажды случилось страшное. из-за тех. сбоя контора потеряла 30к денег . это копейки для компании но хозяин решил побыть санитаром леса и выгнать одного там.
    причем выгнать по статье с записью в трудовую книжку. предупредить так сказать следующих работодателей о угрозе их бизнеса при найме данного чела.
    ну а нас так сказать немножко мотивировать на будущее чтобы работали лучше и не допускали таких промахов
    Несмотря на то что чел был действительно виноват ибо к расследованию были подключены бывшие сотрудники МУР и Лубянки и были собраны неопровержимые доказательства
    варианты были уголовное дело либо по статье. выбрали по статье.
    Загвоздка в том что коллектив хотел отпустить чела по собственному, даже не потому что мы были за него. Создав прецедент потом и нас могли бы
    случайно «пощелкать» по статье с записью низачто. и бегай потом по судам доказывай что не «верблюд».
    И решили сделать аттестацию чтобы выгнать вообще всех кто против воли топ менеджмента, ибо как им казалось нелояльный сотрудник угроза компании

    Для формальной процедуры созвали совет старейшин — топ менеджмент и прочая шушера и была организована переаттестация.
    Выглядело это как экзамен — задавали вопросы и был ОГРОМНЫЙ опросный лист в том числе и вопросом как оцениваете скорость работы. только там шкала 10 балов.
    и жизненно важно было написать 7-8, иначе вздрючат. Вообще вопросов было штук 100 в этом листе. реально много.
    Короче выгнали еще 2 чел которые были якобы нелояльны воли руководства.
    Меня пронесло.

    Self Assessment Form

      Nathaniel Reed 3 years ago Views:

    1 Self Assessment Form

    3 Table of Contents Instructions. 4 Area 1 Professional Responsibilities. 5 Area 2 Communication. 6 Area 3 Health and Safety. 7 Area 4 Assessment and Diagnostics. 8 Area 5 Therapeutics Area 6 Integration Area 7 Transportation Area 8 Health Promotion and Public Safety Summary of Self Assessment

    4 Instructions There are 8 Areas in the Self Assessment Form: 1. Professional Responsibilities 2. Communication 3. Health and Safety 4. Assessment and Diagnostics 5. Therapeutics 6. Integration 7. Transportation 8. Health Promotion and Safety Each of the 8 Areas has a varying number of general competencies and each general competency has a varying number of specific competencies. It is at the level of these specific competencies that you will be asked to compare your current practice to that of a paramedic in Prince Edward Island. A guide is provided to help you understand the details of each specific competencies and how to score your self- assessment form. Please read through the instructions in the guide before you complete this form. At the end of the form is a table to record the summary of your results. Please complete this table before when submitting this form as part of your application to Prince Edward Island. Note: The paramedic level Emergency Medical Technician 1 (EMT 1) in PEI is equivalent to the Primary Care Paramedic (PCP) in Canada. The paramedic level Emergency Medical Technician 3 (EMT 3) in PEI is equivalent to the Advanced Care Paramedic (ACP) in Canada. 4

    5 SELF ASSESSMENT FORM Area 1 Professional Responsibilities 1.1 Function as a professional. 1.1.a Maintain patient dignity. 1.1.b Reflect professionalism through use of appropriate language. 1.1.c Dress appropriately and maintain personal hygiene. 1.1.d Maintain appropriate personal interaction with patients. 1.1.e Maintain patient confidentiality. 1.1.f Participate in quality assurance and enhancement programs. 1.1.g Promote awareness of emergency medical system and profession. 1.1.h Participate in professional association. 1.1.i Behave ethically. 1.1.j Function as patient advocate. 1.2 Participate in continuing education and professional development. 1.2.a Develop personal plan for continuing professional development. 1.2.b Self-evaluate and set goals for improvement, as related to professional practice. 1.2.c Interpret evidence in medical literature and assess relevance to practice. 1.2.d Make presentations. No 1.3 Possess an understanding of the medicolegal aspects of the profession. 1.3.a Comply with scope of practice. 1.3.b Recognize the rights of the patient and the implications on the role of the provider. 1.3.c Include all pertinent and required information on reports and medical records. 1.4 Recognize and comply with relevant provincial and federal legislation. 1.4.a Function within relevant legislation, policies and procedures. 1.5 Function effectively in a team environment. 1.5.a Work collaboratively with a partner. 1.5.b Accept and deliver constructive feedback. 1.6 Make decisions effectively. 1.6.a Employ reasonable and prudent judgment. 1.6.b Practice effective problem-solving. 1.6.c Delegate tasks appropriately. 1.7 Manage scenes with actual or potential forensic implications. 1.7.a Collaborate with law enforcement agencies in the management of crime scenes. 1.7.b Collaborate with law enforcement agencies in the management of crime scenes. 1.7.c Comply with ethical and legal reporting requirements for situations of abuse. TOTAL EMT 1 EMT 3 Self Assessment 5

    6 Area 2 Communication 2.1 Practice effective oral communication skills. 2.1.a Deliver an organized, accurate and relevant report utilizing telecommunication devices. 2.1.b Deliver an organized, accurate and relevant verbal report. 2.1.c Deliver an organized, accurate and relevant patient history. 2.1.d Provide information to patient about their situation and how they will be cared for. 2.1.e Interact effectively with the patient, relatives and bystanders who are in stressful situations. 2.1.f Speak in language appropriate to the listener. 2.1.g Use appropriate terminology. 2.2 Practice effective written communication skills. 2.2.a Record organized, accurate and relevant patient information. 2.2.b Prepare professional correspondence. 2.3 Practice effective non-verbal communication skills. 2.3.a Employ effective non-verbal behaviour. 2.3.b Practice active listening techniques. 2.3.c Establish trust and rapport with patients and colleagues. 2.3.d Recognize and react appropriately to non-verbal behaviours. 2.4 Practice effective interpersonal relations. 2.4.a Treat others with respect. 2.4.b Employ empathy and compassion while providing care. 2.4.c Recognize and react appropriately to persons exhibiting emotional reactions. 2.4.d Act in a confident manner. 2.4.e Act assertively as required. 2.4.f Employ diplomacy, tact and discretion. 2.4.g Employ conflict resolution skills. EMT 1 EMT 3 Self Assessment TOTAL

    7 Area 3 Health and Safety EMT 1 EMT Maintain good physical and mental health. 3.1.a Maintain balance in personal lifestyle. Self Assessment 3.1.b Develop and maintain an appropriate support system. 3.1.c Manage stress. 3.1.d Practice effective strategies to improve physical and mental health related to career. 3.1.e Exhibit physical strength and fitness consistent with the requirements of professional practice. 3.2 Practice safe lifting and moving techniques. 3.2.a Practice safe biomechanics. 3.2.b Transfer patient from various positions using applicable equipment and / or techniques. 3.2.c Transfer patient using emergency evacuation techniques. 3.2.d Secure patient to applicable equipment. 3.3 Create and maintain a safe work environment. 3.3.a Assess scene for safety. 3.3.b Address potential occupational hazards. 3.3.c Conduct basic extrication. 3.3.d Exhibit defusing and self-protection behaviours appropriate for use with patients and bystanders. 3.3.e Conduct procedures and operations consistent with Workplace Hazardous Materials Information System (WHMIS) and hazardous materials management requirements. 3.3.f Practice infection control techniques. 3.3.g Clean and disinfect equipment. 3.3.h Clean and disinfect work environment. TOTAL

    8 Area 4 Assessment and Diagnostics 4.1 Conduct triage in a multiple-patient incident. EMT 1 EMT 3 Self Assessment 4.1.a Rapidly assess an incident based on the principles of a triage system. 4.1.b Assume different roles in a multiple patient incident. 4.1.c Manage a multiple patient incident. 4.2 Obtain patient history. 4.2.a Obtain list of patient s allergies. 4.2.b Obtain patient’s medication profile. 4.2.c Obtain chief complaint and / or incident history from patient, family members and / or bystanders. 4.2.d Obtain information regarding patient s past medical history. 4.2.e Obtain information about patient s last oral intake. 4.2.f Obtain information regarding incident through accurate and complete scene assessment. 4.3 Conduct complete physical assessment demonstrating appropriate use of inspection, palpation, percussion and auscultation. 4.3.a Conduct Primary patient assessment and interpret findings. 4.3.b Conduct secondary patient assessment and interpret findings. 4.3.c Conduct cardiovascular system assessment and interpret findings. 4.3.d Conduct neurological system assessment and interpret findings. 4.3.e Conduct respiratory system assessment and interpret findings. 4.3.f Conduct obstetrical assessment and interpret findings. 4.3.g Conduct gastrointestinal system assessment and interpret findings. 4.3.h Conduct genitourinary / reproductive system assessment and interpret findings. 4.3.i Conduct integumentary system assessment and interpret findings. 4.3.j Conduct musculoskeletal assessment and interpret findings. 4.3.k Conduct assessment of the ears, eyes, nose and throat and interpret findings. 4.3.l Conduct neonatal assessment and interpret findings. 4.3.m Conduct psychiatric assessment and interpret findings. 4.3.n Conduct pediatric assessment and interpret findings. 4.3.o Conduct geriatric assessment and interpret findings. 4.3.p Conduct bariatric assessment and interpret findings. 4.4 Assess vital signs. 4.4.a Assess pulse. 4.4.b Assess respiration. 4.4.c Conduct non-invasive temperature monitoring. 4.4.d Measure blood pressure by auscultation. 4.4.e Measure blood pressure by palpation. 4.4.f Measure blood pressure with non-invasive blood pressure monitor. 4.4.g Assess skin condition. 4.4.h Assess pupils. 4.4.i Assess level of consciousness. 4.5 Utilize diagnostic tests. 4.5.a Conduct oximetry testing and interpret findings. 4.5.b Conduct end-tidal carbon dioxide monitoring and interpret findings. 4.5.c Conduct glucometric testing and interpret findings. 4.5.d Conduct peripheral venipuncture. No 4.5.e Obtain arterial blood samples via radial artery puncture. No No 8

    9 4.5.f Obtain arterial blood samples via arterial line access. No No 4.5.g Conduct invasive core temperature monitoring and interpret findings. No No 4.5.h Conduct pulmonary artery catheter monitoring and interpret findings. No No 4.5.i Conduct central venous pressure monitoring and interpret findings. No No 4.5.j Central Venous Access No No 4.5.k Conduct arterial line monitoring and interpret findings. No No 4.5.l Interpret laboratory data as specified in Workbook. No No 4.5.m Conduct 3-lead electrocardiogram (ECG) and interpret findings. 4.5.n Obtain 12-lead electrocardiogram and interpret findings. No 4.5.o Interpret radiological data. No 4.5.p Interpret data from CT, ultrasound and MRI. No 4.5.q Conduct urinalysis by macroscopic method. No TOTAL

    10 Area 5 Therapeutics 5.1 Maintain patency of upper airway and trachea. EMT 1 EMT a Use manual maneuvers and positioning to maintain airway patency. 5.1.b Suction oropharynx. 5.1.c Suction beyond oropharynx. No 5.1 d Utilize oropharyngeal airway. 5.1.e Utilize nasopharyngeal airway. 5.1.f Utilize airway devices not requiring visualization of vocal cords and not introduced endotracheally. 5.1.g Utilize airway devices not requiring visualization of vocal cords and introduced endotracheally. 5.1.h Utilize airway devices requiring visualization of vocal cords and introduced endotracheally. No 5.1.i Remove airway foreign bodies (AFB). 5.1.j Remove foreign body by direct techniques. No 5.1.k Conduct percutaneous cricothyroidotomy. No 5.1.l Conduct surgical cricothyroidotomy. No 5.2 Prepare oxygen delivery devices. 5.2.a Prepare oxygen delivery devices. 5.2.b Utilize portable oxygen delivery systems. 5.3 Deliver oxygen and administer manual ventilation. 5.3.a Administer oxygen using nasal cannula. 5.3.b Administer oxygen using low concentration mask. 5.3.c Administer oxygen using controlled concentration mask. 5.3.d Administer oxygen using high concentration mask. 5.3.e Administer oxygen using pocket mask. 5.4 Utilize ventilation equipment. 5.4.a Provide oxygenation and ventilation using manual positive pressure devices. 5.4.b Recognize indications for mechanical ventilation. 5.4.c Prepare mechanical ventilation equipment. No 5.4.d Provide mechanical ventilation. No 5.5 Implement measures to maintain hemodynamic stability. 5.5.a Conduct cardiopulmonary resuscitation (CPR). 5.5.b Control external hemorrhage through the use of direct pressure and patient positioning. 5.5 c Maintain peripheral intravenous (IV) access devices and infusions of crystalloid solutions without additives. 5.5.d Conduct peripheral intravenous cannulation. 5.5.e Conduct intraosseous needle insertion. No 5.5.f Utilize direct pressure infusion devices with intravenous infusions. 5.5.g Administer volume expanders (colloid and non-crystalloid). No 5.5 h Administer blood and/or blood products. No No 5.5.i Conduct automated external defibrillation. 5.5.j Conduct manual defibrillation. No 5.5.k Conduct cardioversion. No 5.5.l Conduct transcutaneous pacing. No 5.5.m Maintain transvenous pacing. No 5.5.n Maintain intra-aortic balloon pumps. No No 5.5.o Provide routine care for patient with urinary catheter. No Self Assessment 10

    11 5.5.p Provide routine care for patient with ostomy drainage system. No 5.5.q Provide routine care for patient with non-catheter urinary drainage system. 5.5.r Monitor chest tubes. No 5.5.s Conduct needle thoracostomy. No 5.5.t Conduct oral and nasal gastric tube insertion. No 5.5.u Conduct urinary catheterization. No 5.6 Provide basic care for soft tissue injuries. 5.6.a Treat soft tissue injuries. 5.6.b Treat burn. 5.6.c Treat eye injury. 5.6.d Treat penetration wound. 5.6.e Treat local cold injury. 5.6.f Provide routine wound care. 5.7 Immobilize actual and suspected fractures. 5.7.a Immobilize suspected fractures involving appendicular skeleton. 5.7.b Immobilize suspected fractures involving axial skeleton. 5.7.c Reduce fractures and dislocations No 5.8 Administer medications. 5.8.a Recognize principles of pharmacology as applied to medications listed in Workbook. 5.8.b Follow safe process for responsible medication administration. 5.8.c Administer medication via subcutaneous route. 5.8.d Administer medication via intramuscular route. 5.8.e Administer medication via intravenous route. No 5.8.f Administer medication via intraosseous route. No 5.8.g Administer medication via endotracheal route. No 5.8.h Administer medication via sublingual route. 5.8.i Administer medication via the buccal route 5.8.j Administer medication via topical route. No 5.8.k Administer medication via oral route. 5.8.l Administer medication via rectal route. No 5.8.m Administer medication via inhalation. 5.8.n Administer medication via intranasal route. 5.8.o Provide patient assist according to provincial list of medications. TOTAL

    12 Area 6 Integration EMT 1 EMT Utilize differential diagnosis skills, decision-making skills and psychomotor skills in providing care to patients. Self Assessment 6.1.a Provide care to patient experiencing signs and symptoms involving cardiovascular system. 6.1.b Provide care to patient experiencing signs and symptoms involving neurological system. 6.1.c Provide care to patient experiencing signs and symptoms involving respiratory system. 6.1.d Provide care to patient experiencing signs and symptoms involving genitourinary / reproductive systems. 6.1.e Provide care to patient experiencing signs and symptoms involving gastrointestinal system. 6.1.f Provide care to patient experiencing signs and symptoms involving integumentary system. 6.1.g Provide care to patient experiencing signs and symptoms involving musculoskeletal system. 6.1.h Provide care to patient experiencing signs and symptoms involving immunologic system. 6.1.i Provide care to patient experiencing signs and symptoms involving endocrine system. 6.1.j Provide care to patient experiencing signs and symptoms involving the eyes, ears, nose or throat. 6.1.k Provide care to patient experiencing toxicologic syndromes. 6.1.l Provide care to patient experiencing non-urgent problem. 6.1.m Provide care to a palliative patient. 6.1.n Provide care to patient experiencing signs and symptoms due to exposure to adverse environments. 6.1.o Provide care to trauma patient. 6.1.p Provide care to psychiatric patient. 6.1.q Provide care to obstetrical patient. 6.2 Provide care to meet the needs of unique patient groups. 6.2a Provide care for neonatal patient. 6.2b Provide care for pediatric patient. 6.2c Provide care for geriatric patient. 6.2d Provide care for the physically-impaired patient. 6.2e Provide care for the mentally-impaired patient. 6.2f Provide care to bariatric patient. 6.3 Conduct ongoing assessments and provide care. 6.3.a Conduct ongoing assessments based on patient presentation and interpret findings. 6.3.b Re-direct priorities based on assessment findings. TOTAL

    13 Area 7 Transportation 7.1 Prepare ambulance for service. EMT 1 EMT 3 7.1a Conduct vehicle maintenance and safety check. 7.1.b Recognize conditions requiring removal of vehicle from service. 7.1.c Utilize all vehicle equipment & vehicle devices within ambulance. 7.2 Drive ambulance or emergency response vehicle. 7.2.a Utilize defensive driving techniques. 7.2.b Utilize safe emergency driving techniques. 7.2.c Drive in a manner that ensures patient comfort and a safe environment for all passengers. 7.3 Transfer patient to air ambulance. 7.3.a Create safe landing zone for rotary-wing aircraft. 7.3.b Safely approach stationary rotary-wing aircraft. 7.3.c Safely approach stationary fixed-wing aircraft. 7.4 Transport patient in air ambulance. 7.4.a Prepare patient for air medical transport. 7.4.b Recognize the stressors of flight on patient, crew and equipment, and the implications for patient care. TOTAL Self Assessment 13

    14 Area 8 Health Promotion and Public Safety EMT 1 EMT Integrate professional practice into community care. 8.1.a Participate in health promotion activities and initiatives. 8.1.b Participate in injury prevention and public safety activities and initiatives. 8.1.c Work collaboratively with other members of the health care community. 8.1.d Utilize community support agencies as appropriate. 8.2 Contribute to public safety through collaboration with other emergency response agencies. 8.2.a Work collaboratively with other emergency response agencies. 8.2.b Work within an incident management system (IMS). 8.3 Participate in the management of a chemical, biological, radiological / nuclear, explosive (CBRNE) incident. 8.3.a Recognize indicators of agent exposure. 8.3.b Possess knowledge of personal protective equipment (PPE). 8.3.c Perform CBRNE scene size-up. 8.3.d Conduct triage at CBRNE incident. 8.3.e Conduct decontamination procedures. 8.3.f Provide care to patients involved in CBRNE incident. TOTAL Self Assessment 14

    15 Area Summary of Self Assessment Score EMT 1 EMT 3 You Area 1 Professional Responsibilities Area 2 Communication Area 3 Health and Safety Area 4 Assessment and Diagnostics Area 5 Therapeutics Area 6 Integration Area 7 Transportation Area 8 Health Promotion and Public Safety TOTAL

    9 Self-Assessment Examples to Prove Your Worth

    While clearly important, writing your professional self-assessment can be a struggle. Before you start copying from a template, you might want to consider the value of writing a genuine self-assessment response that reflects on your real contributions to your organization. Your annual self-assessment gives you a chance to think back on your biggest successes and failures of the year and discuss your career and professional future with your manager. If you are in HR, you likely spend so much time working on the annual performance appraisal process for others that you haven’t taken a moment to think about your own self-assessment.

    Self-assessments may also have a strong effect on how you’re perceived within your organization. Not only are they an important platform for taking a look back over your accomplishments and demonstrating clear communication skills, they go into your employee file, which is likely to be reviewed by company executives, HR professionals, and other managers whose departments you may move to in the future. Knowing that these self-assessments will become part of your employee record, it is important that they reflect your best efforts.

    Below, we’ll provide self-assessment examples along with tips and advice for reflecting on your accomplishments, identifying your failures and mistakes, setting new goals for the future and defining a path for your professional development. You can use these examples as an outline for responding to similar questions on your own self-assessment, or as a starting point for brainstorming what you’d like to include in your own responses. While the self-assessment examples provided are specific to certain jobs for added realism, you’ll have to adapt them so they reflect the realities of your role within your organization.

    Reflecting on Your Accomplishments

    Every employee self-assessment should offer an opportunity to detail what you’ve accomplished during the performance review period. As an employee, this is your opportunity to demonstrate the value that you bring to the company using real examples of what you’ve accomplished in the past year. As you read through our self-assessment examples, you’ll notice that while the facts and figures are all different, the examples all share some common elements that you should include in your own self-assessment:

    • Include facts and figures— Keeping a journal of your accomplishments and work results throughout the year can pay off when it comes time to write your annual self-assessment. Ensure that you can quickly draw on specific examples of what you accomplished and how you brought value to the organization. If your organization uses a performance management software or goal management software, you should be able to easily look back at your results and pull them into the self-assessment.
    • Be specific— Vague sentences in your self-assessment end up being meaningless to the reader, but if you can quantify your results with something specific, the reader can better understand the impact that your results had. Saying «I responded to customer inquiries in a timely fashion» is much less meaningful than saying «I responded to all customer inquiries assigned to me within 24 hours and assisted with other team members as well».
    • Rationalize results— If you’re talking about a success that you had, explain how you achieved it. Write down who else contributed, how responsibilities were divided, or what extra steps you took to ensure success. If you took a special initiative to ensure the success of a project, this is a good place to document that. If you came up short on a goal, this is the place to document what you learned through that experience, and/or what resources could have lead to more success.

    Self-Assessment Example: Sales Representative

    «In my first three months as a sales representative for Acme Rocket Company, I have met and exceeded new hire expectations for sales performance. While I was informed during the hiring process that it usually takes up to three months for new hires to start achieving their monthly revenue targets, I was able to meet and exceed my personal revenue target in all of my first three months, selling 109% of my target in March, 111% in April and 105% of my sales target in May. The biggest factor in my success has been my attention to detail and responsiveness throughout the sales process. Between April and May, I responded to 92% of inquiries from prospective customers inside my territory within 24 hours, regardless of when or how the inquiry was received. The remaining 8% were responded to within 48 hours. My timely responses and attention to detail have resulted in a 78% closing rate for new customer inquiries and enabled me to exceed my sales targets in each month.»

    Self-Assessment Example: Marketing Manager

    «When I began my role as marketing manager at Acme Rocket Company, my goals were to increase our exposure within the industry, expand our thought leadership and help Acme position itself as an industry leader. Throughout the year, I engaged my team members with three important goals: increase Acme’s presence at industry conventions and trade shows, increase Acme’s visibility at industry conferences, especially those with speaking opportunities, and to enhance our support of Acme’s account-based marketing strategy by developing personalized white papers and research reports for our most important target accounts.

    I am extremely proud of what my team and I have accomplished during the past year. Compared to the previous year, when Acme attended just 2 conventions and 1 trade show, we were present at 4 industry conventions and 4 trade shows this year, enabling us to further promote our brand, connect with important industry players, and generate key contacts for our ABM sales team. We also managed to book Acme speakers into three separate conferences, creating a huge platform for us to evangelize our technology and the customer service approach that makes us uniquely valuable for our customers. This included scheduling our CEO for a speaking engagement at the annual Space Commerce Conference that received over 10,000 live viewers on Facebook and boosted our social media following by 17% in two days.

    Finally, our team produced 41 individual white papers and research reports for our target accounts this year. When our sales team sent these reports to prospective clients instead of a generic sales message, closing rates were 18% higher and revenue per sale was 41% greater. In total, these three initiatives have helped increase our inbound lead volume by 87% compared to this time last year.»

    Self-Assessment Example: Customer Support Representative

    «In my first year as a customer support representative for Acme Rocket Company, I maintained high standards for customer service and responsiveness that have been reflected in the results of my work. Given the target of maintaining an average call time under 10 minutes, I maintained an average call time of 7:22 throughout the entire year. This was a full two minutes faster than the company average of 9:25. I also maintained an average customer satisfaction rating of 94% throughout the year, compared to the average rate of 90% for other employees in my role. Finally, I minimized escalations by achieving a first-call resolution rate of 95%, compared to the company average of 90%.

    Together, these metrics demonstrate that I have consistently provided our customers with quality and timely service that exceeds their expectations and the requirements set by Acme Rocket Company. The single greatest factor in my success was the way I made use of Acme’s internal resources, including training materials and internal contacts. I developed a deep familiarity with our knowledge base by reading it during less busy periods, and I spent lunch breaks interviewing reps from other departments about how best to answer customer questions related to their work. My growing expertise and familiarity with Acme’s operations contributes to my quick resolution times with customers.»

    Reflecting on Your Mistakes

    Throughout life, many people learn to strive for perfection and we may become afraid of making mistakes. In the real world, mistakes are part of life and people make them everyday. It’s important to identify opportunities for professional improvement by analyzing your work, looking for times when you fell behind or didn’t get the result you wanted, and thinking about how you can do better in the future.

    A good manager will always frame mistakes as «opportunities for improvement». A mistake is an opportunity for you to identify something that you can get better at, and your manager wants to see that you can recognize when your performance isn’t up to par and start identifying ways to correct it. Why is that so important? If you’re seeking out a leadership role in the future, you’ll be in charge of maintaining performance for a whole team of people. Maintaining your own performance is the first step to ensuring that you’re able to do that.

    Self-Assessment Example: Sales Representative

    «Despite meeting my most important performance objectives during the past three months, there were times when I struggled with my job responsibilities. There were several occasions where I missed daily activity targets for lead generation and customer calls, something that should never be acceptable for someone in my role with a positive work ethic. In my view, those days represent lost opportunities to contribute even more sales to the team. While I did meet my sales targets by responding decisively to warm prospects, I could have enlarged my sales pipeline by meeting my outreach targets on a consistent basis. I am working towards improving my time management and scheduling to ensure that I consistently meet daily activity targets.»


    Self-Assessment Example: Marketing Manager

    «Because of the ambitious nature of this year’s marketing strategy, there were times when I pushed my team hard to perform at their best, put in extra hours, and deliver on highly demanding projects. In general, I am always patient and understanding with my team members about the challenges they are facing, but there were times this year when I was perceived as too blunt when giving feedback on work that a team member produced. While I would never compromise on my drive for results, it is important that I take the time to give more thoughtful and considerate feedback to members of my team. When we are working under the pressure of deadlines, I can positively influence the team attitude by demonstrating confidence and work ethic. I need to improve my emotional response to stress so I can set a better example for my team.»

    Self-Assessment Example: Customer Support Representative

    «Although I demonstrated outstanding success in providing service to our customers over the past year, there were several areas of opportunity for improving my job performance. Despite my consistency in resolving customer issues, I was only able to successfully cross-sell our products to 5% of my customer base, short of my goal of 7%. Further developing my technical knowledge of our products will enable me to make better product recommendations for our customers, but I also need to understand more about how to communicate value propositions to our customers and help them realize when it makes sense to purchase more from us. I believe that additional sales training and education about our products would assist me in increasing my up-selling performance in line with company expectations.»

    Setting Goals for the Future

    The most important part of your employee self-assessment is defining your goals for the future and discussing them with your manager. Your professional goals will fall into two categories: things you want to accomplish in your current role, and your goals for professional advancement into other roles. Your self-assessment is your opportunity to identify activities you’d like to be doing more of at work and talk to your manager about how you can move to a role that better matches what you actually enjoy about your job.

    If you’re going to spend more time in your current role, it’s important to set specific and measurable goals for your future performance. Your manager should help you create a strategy to achieve your goals, but only if you’re transparent about what you’d like to achieve. If you are interested in moving departments, you should also find out about opportunities for advancement within the company and state your intentions to move up if the right opportunity appears. Here’s how to set goals for the future in a variety of roles.

    Self-Assessment Example: Sales Representative

    «I am excited to build on my early success as a sales representative with Acme Rocket Company. I have demonstrated my ability to meet sales targets with quick and responsive service, and I believe that improving my time management will create more closing opportunities for me over the next year. My objectives in this role for the coming year are:

    • Achieve 120% of my cumulative sales target for my first 12 months of employment.
    • Meet my daily activity requirements with 90% consistency (currently at 75%)
    • Maintain a closing rate of 80% for new customer inquiries

    While I have enjoyed success so far as a sales representative, I believe that my skills would be well suited to the position of sales manager. As a sales manager as Acme Rocket Company, I would lead a team of sales people, providing the training, support and tools required for them to succeed. I have always been passionate about the power of teaching to help others succeed and I believe that I could train new hires to replicate my early success with Acme Rocket Company using the knowledge, skills and insight I have developed in my time here.»

    Self-Assessment Example: Marketing Manager

    «In the past year, our team managed to attend 8 conventions and trade shows, and secure speaking engagements at 3 industry conferences. In the coming year, we should optimize our strategies surrounding these important events to maximize our return on investment. Acme Rocket Company should continue to produce personalized marketing materials for its target accounts, a practice that has yielded significant ROI over the past year. In the coming year, my goals are to:

    • Increase measurable ROI on Acme Rocket Company’s convention, trade show and conference participation to 40% through cost reduction
    • Increase inbound lead volume by 30%
    • Increase lead capture on company website by 50%
    • Complete training courses in leadership and constructive feedback

    In the past year, I developed a further interest in marketing strategy and the work that our marketing directors do to determine how the company will invest our annual budget. In the future, I would be interested in learning more about how marketing strategies and participating in marketing strategy development for Acme Rocket Company.»

    Self-Assessment Example: Customer Support Representative

    «In the past year, I was successful at providing fast and efficient service to our customers, but my sales numbers lagged behind my goal. In view of that, the biggest opportunity for me to improve my up-selling is by making it a focus of my professional development for the coming year. My goals for this year are:

    • Increase my up-selling percentage to 7% (currently 5%)
    • Achieve a first-call resolution rate of 95% or greater
    • Achieve a 95% customer satisfaction score based on providing exceptional service
    • Complete a sales training course
    • Complete a technical training course related to our products/business

    As a customer service representative with Acme Rocket Company, the best part of my job is being able to provide exceptional service to our customers. Over the past year, I developed a genuine passion for products and brand, and I take pride in representing our company each time I interact with our customers, a quality I believe has driven my success in service. In the future, I hope to take on a management role where I can share my passion for Acme Rockets and help build a world class customer support department.»

    Summary

    We hope you found these self-assessment examples useful in writing your own performance self-assessments. Or, if you are a manager, we hope these help your teams confidently summarize their hard work! Your annual performance self-assessment is an opportunity for you to reflect on your achievements and shortcomings during the past year and set goals for the future, including for your advancement within the organization.

    When reflecting on your achievements, it’s important to include specific examples and statistics that reflect your contributions to the organization. Give detailed explanations that include the what, when, where, why and how of your accomplishments, and include any feedback you received from management about your work throughout the year.

    When you reflect on your mistakes, don’t be afraid to be honest with yourself and your manager. An honest assessment of where you succeeded and failed shows a lot of maturity, and it’s the first step to improving your performance in the future.

    Finally, your self-assessment is an opportunity to set goals and plan your professional development for the future. Your manager can help you develop the skills and knowledge needed to advance in the direction you choose. When setting your goals for the year, think about what you want to accomplish in your current role and where you see yourself moving in the future. Thinking about what parts of your job you enjoy most may help you decide how you’d like to advance your career.

    As the head of a department in the midst of a sustained period of rapid growth, Sara has spent hundreds of hours interviewing, hiring, onboarding and assessing employees and candidates. She is passionate about sharing the best practices she has learned from both successes and failures in talent acquisition and management.

    Self-Assessment Forms

    The assessment shall be performed before July 1 of every odd-numbered year. The self-assessment forms must remain on-site at the facility. Only submit the form to the board if requested by board staff.

    The board is in the process of updating the Self-Assessment forms through a formal rulemaking. The updates include references to statutory and regulatory changes that occurred between 2014 and 2020. The last time the forms were formally updated was 2014.
    Current regulation requires a pharmacy or wholesaler to complete the 2014 version of the Self-Assessment form. Please be advised, however, the board will accept completion of either the 2014 version OR the 2020 version. The latter version is likely to be a more helpful assessment to the pharmacy or wholesaler completing it.

    Draft Self-Assessment Forms (Under Review for Possible Adoption)

    Current Adopted Self-Assessment Forms

    This Google translation feature is provided for informational purposes only; the Board of Pharmacy is unable to guarantee the accuracy of this translation.
    Please consult a professional translator for accuracy if you are using this site for official business.

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    Self-Assessment: 5 Tips for Writing Your Performance Evaluation

    A performance evaluation is an important tool for keeping communication flowing between teams. Periodic evaluation is a chance for managers and employees to review the recent past and discuss expectations moving forward. An evaluation also serves as an opportunity to set goals, both as individuals and teams.

    Along with the performance evaluation often comes the self-assessment. An opportunity for employees to self-reflect and consider what their strengths and weaknesses are, self-assessments are not only important to growth as a worker but as a person. By critiquing their own work and behavior, employees can gain insight that helps them improve.

    For managers, self-assessments offer several benefits. They illuminate how the employee sees themselves in the context of the team and the organization at large. It also highlights any disagreements or misunderstandings between the manager and the employee. And, of course, self-assessments offer an opportunity for feedback to managers about what motivates and incentivizes an employee to do their best work.

    «Modern employees are intrinsically motivated to work autonomously and by opportunities to learn and grow. So, from a management perspective, self-assessments – which contribute to autonomy and development – are incredibly valuable,» said David Hassell, founder and CEO of 15Five. «Work product from employees who are intrinsically motivated tends to be more impactful and sustainable than work derived from extrinsic motivators, such as bonuses or fear tactics.»

    Despite its importance, writing a self-assessment is no easy task. Analyzing oneself can be immensely difficult, especially when that analysis is submitted to a supervisor for review. If you’re having trouble getting started, these five tips will help you learn how to write a self-assessment. [Learn more about performance management.]

    1. Be proud.

    One major goal of the self-evaluation is to highlight your accomplishments and recollect milestones in your professional development. A good self-assessment should point to specific tasks and projects that highlight your best work. When describing those accomplishments, employees should emphasize the impact those achievements had on the whole business to emphasize their value to the company.

    Julie Rieken, CEO of Applied Training Systems Inc., said you should strive to connect your actions with a manager’s goals. This type of alignment is encouraging to any manager and conveys that you understand your role within the larger context of the company.

    «If your manager needs to hit a certain number, share how you played a role in hitting the number,» said Rieken. «Accomplishments you list should connect with business objectives.»

    2. Be honest and critical.

    Self-assessments aren’t just about highlighting triumphs. You should also critically assess the times you came up short. Being honest means pointing out weaknesses that could be improved upon or past failures that taught you a valuable lesson. Recognizing your own flaws is important to demonstrating your ability to learn and grow.

    Still, it’s important to not be self-deprecating in your assessment. Timothy Butler, a senior fellow and director of career development programs at Harvard Business School, advised employees to use developmental language when critiquing the areas in which they need to improve.

    «You don’t want to say, ‘Here’s where I really fall down,'» Butler told the Harvard Business Review. «Instead, say, ‘Here’s an area I want to work on. This is what I’ve learned. This is what we should do going forward.'»

    3. Continuously strive for growth.

    It’s important during self-assessments to never stagnate; humans are constantly adapting, learning and changing. Whether you’ve had a great year or fallen short of your own expectations, it’s important to remain committed to improving and educating yourself. Taking a moment to list your goals and objectives for the coming year during a self-assessment demonstrates that you are not content to settle.

    «The first step is to adopt a growth mindset and understand that adult human potential is not fixed. We are always in a state of becoming, and our potential increases or decreases based on many factors, including the environments where we live and work,» Hassel said. «Adopting that framework prevents people from becoming too transfixed on their perceived failures and from becoming too attached to their triumphs.»

    Managers will also see a willingness to improve and take on new things as a sort of coachability. If an employee has been struggling, making room for growth could improve their performance. On the other hand, an employee thriving in their position requires growth opportunities to prevent boredom or stagnation.

    4. Track your accomplishments.

    When it’s time to discuss your accomplishments in your self-assessment, providing hard data to show what you’ve done throughout the year is highly beneficial. Employees and managers generally know how you have performed, but having concrete numbers to back up any assertion strengthens the validity of your self-assessment.

    «If employees . spend 10 seconds a day writing down their one biggest accomplishment, success, metric hit, feedback received for that day, they’d have 10 times more data than they’d ever need for self-assessment,» said Mike Mannon, president of WD Communications.

    Hank Yuloff, owner of Yuloff Creative Marketing Solutions, agreed: «We teach our clients to keep a list of daily and weekly accomplishments so that when it is time for the self-assessment, there is very little guesswork as to how valuable they are to the company.»

    5. Be professional.

    Employees should always be professional when writing self-assessments. This means not bashing the boss for poor leadership skills or criticizing co-workers for making their lives more difficult. It also means not gushing in an overly personal way about a co-worker or manager you really like. Whether you are providing critical or positive feedback, it’s important to remain professional.

    Being professional means giving the appraisal its due attention, like any other important project that crosses your desk. Dominique Jones, chief operating officer at BetterU Education Corporation, advised treating your self-evaluation like a work of art that builds over time. You’ll be much happier with the result if you give yourself time to reflect and carefully support your self-assessment, she said.

    «Use examples to support your assertions, and … make sure that you spell and grammar check your documents,» Jones wrote in a blog post. «These are all signs of how seriously you take the process and its importance to you.»

    Sample: How to Write a Self Assessment

    While keeping these tips in mind can help you with writing a self-evaluation, few things improve the process like seeing an example firsthand. To that end, we’ve created a sample self-assessment to help guide you as you create your own.

    Strengths:

    • I am a dedicated employee who understands not only my role and responsibilities, but the larger mission of our business. I don’t simply strive to do my job, but to help make this company a success.
    • I am a good communicator who stays on task and helps rally the team when cooperation is needed to meet a deadline or solve a problem.
    • I am a creative thinker who can come up with novel solutions and improve upon conventional ways of doing things.

    Weaknesses:

    • I am somewhat disorganized, which often impacts my productivity. I have been learning how to better manage my time and intentionally direct my efforts. While it remains a challenge, I have seen some progress and look forward to continually improving.
    • Sometimes I do not ask for help when I could benefit from assistance. I am always willing to help my teammates, and I know they feel the same way, so I will try to be more vocal about when I need a helping hand moving forward.

    Core Values:

    • I believe in teamwork and cooperation to overcome any obstacle.
    • I value respect and transparency between employees and managers.
    • I value friendship and building warm relationships within the workplace.
    • I strive to be a welcoming and helpful presence to my co-workers.

    Accomplishments:

    • I never missed a deadline in the past year and, in fact, often submitted my work early.
    • I’ve gone above and beyond my job description to ensure our team operates at an optimal level, staying late and helping others whenever it could contribute to our collective goal.
    • I created and delivered a presentation, stepping outside my comfort zone to do so. It was well received and bolstered my confidence regarding public speaking.

    Goals:

    • I would like to continue developing my presentation and public speaking skills. As a weakness that I listed on previous self-assessments, it is gratifying to see that I have made some progress on this skill set and I would like to double down on the growth.
    • In terms of professional growth, I aspire to enter a managerial role. I enjoy working closely with my teammates and considering the bigger picture, and I often help direct resources in an efficient way. I could see myself as a manager who helps facilitate teamwork and encourages workers to do their best.

    Feedback:

    • My manager is pleasant and transparent. I never have to guess where I stand. I appreciate the openness and direct communication so that I know what is expected of me and how well I am meeting those expectations.
    • I would like to be more involved in decision-making at the team level. I believe each team member has unique insights that supervisors cannot fully understand since their perspective is different, and I believe involving staff members in strategic planning could greatly improve results.

    Keeping things simple and using short declarative bullet points is key to writing an effective self-assessment. While the exact nature of your self-assessment might vary depending on your industry or your job description, this basic model can help guide you when writing a self-evaluation.

    Making performance evaluations a regular occurrence

    Performance evaluations help everyone know where they stand and how they’re performing, including in relation to the goals of the organization. Often, workplaces engage in performance evaluations annually, but they should become an ongoing process to fairly and accurately evaluate employees and create a culture of constant communication and feedback.

    «[S]elf-assessments cannot merely be an annual event. They are part of an ongoing and regular practice of reflection,» Hassell said. «If you look at a snapshot of performance, you are never going to see the truth. It’s too easy to focus on a particular experience or event and then create an overarching story around performance.»

    Doing so will avoid «recency bias,» or a type of tunnel vision that centers around recent events, rather than the big picture. It also creates an inclusive, give-and-take culture where employees are invited to participate in offering feedback to their managers as much as their managers offer them feedback. Overall, an inclusive and communicative workplace has a greater chance of succeeding.

    «Managers who adopt a coaching or mentorship role can provide external reflections and much-needed perspective so employees can see failures as learning opportunities,» Hassell said. «They can also enjoy the praise of a job well done but not dwell on past triumphs, because every company has a continued need for peak employee performance over time.»

    Additional reporting by Katherine Arline, Marci Martin and Jennifer Post.

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