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Frequency: When needed Procedure: Outline employee work history. Document performance issues. Develop an action plan. Review the performance improvement plan (PIP). Set up meeting with the employee. Explain areas for improvement and plan of action. Supervisor and employee should sign the PIP form. Establish regular follow-up meetings. PIP Conclusion. Definition/Explanation: Performance improvement plan: Process used when an employee has not carried out work to satisfactory standard. 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[Company name] is excited to offer you the position of [job title] with an expected start date of [day, month, year] at a starting salary of [dollar amount] per [hour, year, etc.]. You can expect to receive payment [weekly, biweekly, monthly, etc.], starting on [date of first pay period]. We must wrap up a few more formalities, including the successful completion of your [background check, drug screening, reference check, etc.]. As the [job title], you will report to [manager/supervisor name and title] at [workplace location] from [hours of day, days of week]","Job Offer Letter Long","1","https://templates.business-in-a-box.com/imgs/1000px/job-offer-letter-long-D12769.png","https://templates.business-in-a-box.com/imgs/250px/12769.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12769.xml",{"title":112,"description":6},"job offer letter long",[114,116],{"label":18,"url":115},"human-resources",{"label":117,"url":118},"Hire an Employee","hire-employee","/template/job-offer-letter-long-D12769",{"description":121,"descriptionCustom":6,"label":122,"pages":123,"size":9,"extension":10,"preview":124,"thumb":125,"svgFrame":126,"seoMetadata":127,"parents":129,"keywords":128,"url":135},"EMPLOYMENT AGREEMENT - AT WILL EMPLOYEE This Employment Agreement for \"At Will\" Employee (the \"Agreement\") is made and effective this [DATE], BETWEEN: [EMPLOYEE NAME] (the \"Employee\"), an individual with his main address at: [COMPLETE ADDRESS] AND: [YOUR COMPANY NAME] (the \"Corporation\"), an entity organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [YOUR COMPLETE ADDRESS] RECITALS In consideration of the covenants and agreements herein contained and the moneys to be paid hereunder, the Corporation hereby employs the Employee and the Employee hereby agrees to perform services as an employee of the Corporation, on an \"at will\" basis, upon the following terms and conditions: APPOINTMENT The Employee is hereby employed by the Corporation to render such services and to perform such tasks as may be assigned by the Corporation. The Corporation may, in its sole discretion, increase or reduce the duties, or modify the title and job description, of the Employee from time to time, and any such increase, reduction or modification shall not be deemed a termination of this Agreement. ACCEPTANCE OF EMPLOYMENT Employee accepts employment with the Corporation upon the terms set forth above and agrees to devote all Employee's time, energy and ability to the interests of the Corporation, and to perform Employee's duties in an efficient, trustworthy and business-like manner. DEVOTION OF TIME TO EMPLOYMENT The Employee shall devote the Employee's best efforts and substantially all of the Employee's working time to performing the duties on behalf of the Corporation. The Employee shall provide services during the hours that are scheduled by the Corporation management. The Employee shall be prompt in reporting to work at the assigned time. NO CONFLICT OF INTEREST Employee shall not engage in any other business while employed by the Corporation. Employee shall not engage in any activity that conflicts with the Employees duties to the Corporation. Employee shall not provide any service or lend any aid or assistance to any party that competes with the services offered by the Corporation. Employee shall not provide any services to clients or prospective clients of the Corporation outside of the provision of services for the Corporation, whether such services are provided with or without compensation or remuneration. CORPORATION PROPERTY Employee acknowledges and agrees that while employed by the Corporation the Employee may be provided with use of computer equipment and other property of the Corporation. The use and possession of the such items shall be subject to any policies, requirements or restrictions established by the Corporation. Such items may only be used in performance of the Employee's duties for the corporation. On request of the Corporation, the Employee shall immediately deliver any such items to the Corporation. Upon termination of employment, Employee shall have the affirmative duty to return any such item to the Corporation whether a request is made or not. The obligation to return Corporation property shall extend and include any and all work product, client property, proprietary rights, intangible property, and all other property of the corporation regardless of the form or medium. COMPENSATION The Corporation shall pay the Employee such hourly compensation as determined by the Corporation. Payment shall be at the same time as the Corporations usual payroll to other employees. BONUS & BENEFITS Payment of any bonuses shall be at the complete discretion of the Corporation. No guarantee or representation that any bonuses will be paid has been made to the Employee. Standard benefits that are provided to other non-management employees shall be offered to the Employee, subject to the Corporation's policies and the terms and conditions of such benefits. WITHHOLDING All sums payable to Employee under this Agreement will be reduced by all federal, state, local, and other withholdings and similar taxes and payments required by applicable law. QUALIFICATIONS OF EMPLOYEE The employee shall satisfy all of the qualification that are established by the Corporation. TERM OF AGREEMENT There shall be no guaranteed term of employment. Employer acknowledges and agrees that Employee shall be an \"At Will\" Employee and that Employee's employment may be terminated at any time by the Corporation, with or without cause. FEES FROM EMPLOYEE'S WORK The Corporation shall have exclusive authority to determine the fees, or a procedure for establishing the fees, to be charged to clients by the Corporation for services that are provided by the Employee. All sums paid to the Employee or the Corporation in the way of fees, in cash or in kind, or otherwise for services of the Employee, shall, except as otherwise specifically agreed by the Corporation, be and remain the property of the Corporation and shall be included in the Corporation's name in such checking account or accounts as the Corporation may from time to time designate. CLIENTS AND CLIENT RECORDS The Corporation shall have the authority to determine who will be accepted as clients of the Corporation, and the Employee recognizes that such clients accepted are clients of the Corporation and not the Employee. All client records and files of any type concerning clients of the Corporation shall belong to and remain the property of the Corporation, notwithstanding the subsequent termination of the employment. POLICIES AND PROCEDURES The Corporation shall have the authority to establish from time to time the policies and procedures to be followed by the Employee in performing services for the Corporation. This may include, but is not necessarily limited to, employment policies, computer use policies, Internet access policies, email policies, and all other policies, procedures, directives, and mandates established by the Corporation, whether or not in written form or formally adopted. Employee shall abide by the provisions of any contract entered into by the Corporation under which the Employee provides services. Employee shall comply with the terms and conditions of any and all contracts entered by the Corporation. TERMINATION Employee acknowledges and agrees that Employee is an \"at will\" employee of the Corporation. As such, no term of employment is created hereby and employee may be terminated at any time in the sole discretion of the Corporation, whether there exists any cause for termination or not. CREATIONS AND INVENTIONS Employee acknowledges and agrees that any and all work product of the Employee that is conceived or created during the Employee's employment with the Corporation is the exclusive property of the Corporation. This shall include any and all copyrights, trade secrets, confidential information, patents, trademarks, trade dress, ideas, concepts, plans, business plans, business concepts, techniques, inventions, drawings, artwork, logos, graphics, web pages, databases, software, programs, CGI's, plug ins, applications, brochures, inventions, marketing plans and concepts, and all other ideas and work product of the Employee. The Employee acknowledges and agrees that all creations shall be \"works made for hire\" as defined in the [ACT OR CODE]. Notwithstanding the fact that this material may be considered to be a work made for hire, Employee agrees, during Employee's employment and thereafter, which covenant shall survive any termination of the employment relationship, to execute any and all documents requested by the Corporation to confirm the Corporation's ownership and control of all such material, including but not limited to assignments of copyright, confirmations of work for hire status, waivers of proprietary rights, copyright application, and any other documents requested by Corporation. RESTRICTIVE COVENANTS","Employment Agreement_At Will Employee","7","https://templates.business-in-a-box.com/imgs/1000px/employment-agreement_at-will-employee-D541.png","https://templates.business-in-a-box.com/imgs/250px/541.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#541.xml",{"title":128,"description":6},"employment agreement_at will employee",[130,131,132],{"label":18,"url":115},{"label":117,"url":118},{"label":133,"url":134},"Legal Agreements","business-legal-agreements","/template/employment-agreement_at-will-employee-D541",{"description":137,"descriptionCustom":6,"label":138,"pages":139,"size":140,"extension":10,"preview":141,"thumb":142,"svgFrame":143,"seoMetadata":144,"parents":145,"keywords":150,"url":151},"Employee Handbook Understanding employment at [YOUR COMPANY NAME] Revised on [DATE] Prepared By: [YOUR NAME] [YOUR JOB TITLE] Phone 555.555.5555 Email info@yourbusiness.com www.yourbusiness.com Table of Content Table of Content 2 Welcome to [YOUR COMPANY NAME]! 5 1. Organization Description 6 1.1 Introductory Statement 6 1.2 Customer Relations 6 1.3 Products and Services Provided 7 1.4 Facilities and Location(s) 7 1.5 The History of [YOUR COMPANY NAME] 7 1.6 Management Philosophy 7 1.7 Goals 8 2. The Employment 9 2.1 Nature of Employment 9 2.2 Employee Relations 9 2.3 Equal Employment Opportunity 10 2.4 Diversity 10 2.5 Business Ethics and Conduct 12 2.6 Personal Relationships in the Workplace 13 2.7 Conflicts of Interest 13 2.8 Outside Employment 14 2.9 Non-Disclosure 15 2.10 Disability Accommodation 16 2.11 Job Posting and Employee Referrals 17 2.12 Whistleblower Policy 18 2.13 Accident and First Aid 20 3. Employment Status and Records 21 3.1 Employment Categories 21 3.2 Access to Personnel Files 22 3.3 Personnel Data Changes 23 3.4 Probation Period 23 3.5 Employment Applications 24 3.6 Performance Evaluation 24 3.7 Job Descriptions 25 3.8 Salary Administration 25 3.9 Professional Development 26 4. Employee Benefit Programs 27 4.1 Employee Benefits 27 4.2 Vacation Benefits 27 4.3 Military Service Leave 29 4.4 Religious Observance 29 4.5 Holidays 29 4.6 Workers Insurance 30 4.7 Sick Leave Benefits 31 4.8 Bereavement Leave 32 4.9 Relocation Benefits 33 4.10 Educational Assistance 33 4.11 Health Insurance 34 4.12 Life Insurance 35 4.13 Long Term Disability 35 4.14 Marriage, Maternity and Parental Leave 36 5. Timekeeping / Payroll 40 5.1 Timekeeping 40 5.2 Paydays 40 5.3 Employment Termination 41 5.4 Administrative Pay Corrections 42 6. Work Conditions and Hours 43 6.1 Work Schedules 43 6.2 Absences 43 6.3 Jury Duty 45 6.4 Use of Phone and Mail Systems 45 6.5 Smoking 46 6.6 Meal Periods 46 6.7 Overtime 46 6.8 Use of Equipment 47 6.9 Telecommuting 47 6.10 Emergency Closing 48 6.11 Business Travel Expenses 49 6.12 Visitors in the Workplace 51 6.13 Computer and Email Usage 51 6.14 Internet Usage 52 6.15 Workplace Monitoring 54 6.16 Workplace Violence Prevention 55 7. Employee Conduct & Disciplinary Action 57 7.1 Employee Conduct and Work Rules 57 7.2 Sexual and Other Unlawful Harassment 58 7.3 Attendance and Punctuality 60 7.4 Personal Appearance 60 7.5 Return of Property 61 7.6 Resignation and Retirement 61 7.7 Security Inspections 62 7.8 Progressive Discipline 62 7.9 Problem Resolution 64 7.10 Workplace Etiquette 65 7.11 Suggestion Program 67 Acknowledgement of Receipt 68 Welcome to [YOUR COMPANY NAME]! On behalf of your colleagues, we welcome you to [YOUR COMPANY NAME] and wish you every success here. At [YOUR COMPANY NAME], we believe that each employee contributes directly to the growth and success of the company, and we hope you will take pride in being a member of our team. This handbook was developed to describe some of the expectations of our employees and to outline the policies, programs, and benefits available to eligible employees. Employees should become familiar with the contents of the employee handbook as soon as possible, for it will answer many questions about employment with [YOUR COMPANY NAME]. We believe that professional relationships are easier when all employees are aware of the culture and values of the organization. This guide will help you to better understand our vision for the future of our business and the challenges that are ahead. We hope that your experience here will be challenging, enjoyable, and rewarding. Again, welcome! [PRESIDENT NAME] President & CEO 1. Organization Description 1.1 Introductory Statement This handbook is designed to acquaint you with [YOUR COMPANY NAME] and provide you with information about working conditions, employee benefits, and some of the policies affecting your employment. You should read, understand, and comply with all provisions of the handbook. It describes many of your responsibilities as an employee and outlines the programs developed by [YOUR COMPANY NAME] to benefit employees. One of our objectives is to provide a work environment that is conducive to both personal and professional growth. No employee handbook can anticipate every circumstance or question about policy. As [YOUR COMPANY NAME] continues to grow, the need may arise and [YOUR COMPANY NAME] reserves the right to revise, supplement, or rescind any policies or portion of the handbook from time to time as it deems appropriate, in its sole and absolute discretion. Employees will be notified of such changes to the handbook as they occur. 1.2 Customer Relations Customers are among our organization's most valuable assets. Every employee represents [YOUR COMPANY NAME] to our customers and the public. The way we do our jobs presents an image of our entire organization. Customers judge all of us by how they are treated with each employee contact. Therefore, one of our first business priorities is to assist any customer or potential customer. Nothing is more important than being courteous, friendly, helpful, and prompt in the attention you give to customers. [YOUR COMPANY NAME] will provide customer relations and services training to all employees with extensive customer contact. Customers who wish to lodge specific comments or complaints should be directed to the [TITLE AND NAME OF THE PERSON RESPONSIBLE] for appropriate action. Our personal contact with the public, our manners on the telephone, and the communications we send to customers are a reflection not only of ourselves, but also of the professionalism of [YOUR COMPANY NAME]. Positive customer relations not only enhance the public's perception or image of [YOUR COMPANY NAME], but also pay off in greater customer loyalty and increased sales and profit. 1.3 Products and Services Provided You will find more information about our products and services by reading the [YOUR COMPANY NAME] Corporate Brochures. 1.4 Facilities and Location(s) Head Office: [ADDRESS] [CITY], [STATE] [ZIP/POSTAL CODE] [COUNTRY] 1.5 The History of [YOUR COMPANY NAME] [DESCRIBE THE HISTORY OF YOUR COMPANY HERE] 1.6 Management Philosophy [YOUR COMPANY NAME] management philosophy is based on responsibility and mutual respect. Our wishes are to maintain a work environment that fosters on personal and professional growth for all employees. Maintaining such an environment is the responsibility of every staff person. Because of their role, managers and supervisors have the additional responsibility to lead in a manner which fosters an environment of respect for each person. People who come to [YOUR COMPANY NAME] want to work here because we have created an environment that encourages creativity and achievement. [YOUR COMPANY NAME] aims to become a leader in [DESCRIBE YOUR COMPANY'S FIELD OF EXPERTISE]. The mainstay of our strategy will be to offer a level of client focus that is superior to that offered by our competitors. To help achieve this objective, [YOUR COMPANY NAME] seeks to attract highly motivated individuals that want to work as a team and share in the commitment, responsibility, risk taking, and discipline required to achieve our vision. Part of attracting these special individuals will be to build a culture that promotes both uniqueness and a bias for action. While we will be realistic in setting goals and expectations, [YOUR COMPANY NAME] will also be aggressive in reaching its objectives. This success will in turn enable [YOUR COMPANY NAME] to give its employees above average compensation and innovative benefits or rewards, key elements in helping us maintain our leadership position in the worldwide marketplace. 1.7 Goals [DESCRIBE YOUR COMPANY'S GOALS HERE] 2. The Employment 2","Employee Handbook","34",280,"https://templates.business-in-a-box.com/imgs/1000px/employee-handbook-D712.png","https://templates.business-in-a-box.com/imgs/250px/712.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#712.xml",{"title":6,"description":6},[146,147],{"label":18,"url":115},{"label":148,"url":149},"Company Policies","company-policies","employee handbook","/template/employee-handbook-D712",{"description":153,"descriptionCustom":6,"label":154,"pages":8,"size":9,"extension":10,"preview":155,"thumb":156,"svgFrame":157,"seoMetadata":158,"parents":160,"keywords":159,"url":165},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: Termination of your employment Dear [Contact name], We regret to inform you that your employment with [YOUR COMPANY NAME] is terminated effective upon receipt of this letter for the following reason(s): [DETAIL REASONS] [DETAIL REASONS] [DETAIL REASONS] Please vacate the premises immediately with your personal possessions. We will forward your salary earned to date in due course together with any vacation pay to which you are entitled. Within [NUMBER] days of termination we shall issue you a statement of accrued benefits. Any insurance benefits shall continue in accordance with applicable law and/or provisions of our personnel policy. Please contact [Name], at your earliest convenience, who will explain each of these items and arrange with you for the return of any company property. Sincerely, [YOUR NAME] [YOUR TITLE] [YOUR PHONE NUMBER] [YOUREMAIL@YOURCOMPANY.COM] [IF SENT BY EMAIL YOU MAY INCLUDE THIS NOTICE]","Employee Dismissal Letter","https://templates.business-in-a-box.com/imgs/1000px/employee-dismissal-letter-D508.png","https://templates.business-in-a-box.com/imgs/250px/508.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#508.xml",{"title":159,"description":6},"employee dismissal letter",[161,162],{"label":18,"url":115},{"label":163,"url":164},"Employee Termination","employee-termination","/template/employee-dismissal-letter-D508",{"description":167,"descriptionCustom":6,"label":168,"pages":107,"size":9,"extension":10,"preview":169,"thumb":170,"svgFrame":171,"seoMetadata":172,"parents":174,"keywords":179,"url":180},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: Letter of Appreciation Dear [Contact name], Your enthusiasm and your ability to motivate your employees have resulted in a significant increase in productivity and profitability in [Department]. [YOUR COMPANY NAME] is very pleased to count you among our talented team. We truly appreciate you hard work and effort. If we had an award to give, you would certainly be a prime candidate. Please accept my sincerest appreciation for the fine job you are doing. Sincerely, [YOUR NAME] [YOUR TITLE] [YOUR PHONE NUMBER] [YOUREMAIL@YOURCOMPANY.COM] [IF SENT BY EMAIL YOU MAY INCLUDE THIS NOTICE] This email is intended only for the person to whom it is addressed and/or otherwise authorized personnel. The information contained herein and attached is confidential and the property of [SENDER]","Letter of Appreciation to Employee","https://templates.business-in-a-box.com/imgs/1000px/letter-of-appreciation-to-employee-D664.png","https://templates.business-in-a-box.com/imgs/250px/664.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#664.xml",{"title":173,"description":6},"letter of appreciation to employee",[175,176,178],{"label":18,"url":115},{"label":21,"url":177},"motivation-appreciation",{"label":18,"url":115},"letter appreciation to employee","/template/letter-of-appreciation-to-employee-D664",false,{"seo":183,"reviewer":195,"legal_disclaimer":181,"quick_facts":199,"at_a_glance":201,"personas":205,"variants":230,"glossary":259,"fields":290,"how_to_fill":336,"common_mistakes":372,"faqs":389,"industries":414,"comparisons":431,"diy_vs_pro":446,"related_template_ids_curated":459,"schema":470,"classification":472},{"meta_title":184,"meta_description":185,"primary_keyword":15,"secondary_keywords":186},"Employee Appraisal Form Template | BIB","Free employee appraisal form template for structured performance reviews.",[187,188,189,190,191,192,193,194],"employee appraisal form template","employee performance appraisal form","staff appraisal form template","employee evaluation form template","performance review form template","annual appraisal form template word","employee appraisal template free","performance appraisal template download",{"name":196,"credential":197,"reviewed_date":198},"Bruno Goulet","CEO, Business in a Box","2026-05-02",{"difficulty":200,"legal_review_recommended":181,"signature_required":181},"easy",{"what_it_is":202,"when_you_need_it":203,"whats_inside":204},"An Employee Appraisal Form is a structured document managers use to evaluate an employee's performance against agreed goals, core competencies, and workplace behaviors over a defined review period. This free Word download gives you an editable, ready-to-use form capturing self-assessment, manager ratings, development needs, and next-period objectives in one place.\n","Use it for annual, semi-annual, or quarterly performance reviews, or whenever a manager needs a documented record of an employee's progress, strengths, and areas for improvement.\n","Employee and review period details, goal achievement ratings, competency scores, self-assessment section, manager comments, development plan, next-period objectives, and signature acknowledgment blocks for both parties.\n",[206,210,214,218,222,226],{"title":207,"use_case":208,"icon_asset_id":209},"HR managers","Standardizing performance reviews across all departments and managers","persona-hr-manager",{"title":211,"use_case":212,"icon_asset_id":213},"Small business owners","Running structured appraisals without a formal HR system","persona-small-business-owner",{"title":215,"use_case":216,"icon_asset_id":217},"Team managers and 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Form","how-to-review-employee-performance-D12595",{"situation":240,"recommended_template":241,"slug":242},"Gathering peer feedback as part of a 360-degree review process","360-Degree Feedback Form","customer-feedback-form-D12790",{"situation":244,"recommended_template":245,"slug":246},"Documenting a performance improvement plan after a poor review","Performance Improvement Plan","how-to-create-a-performance-improvement-plan-D12564",{"situation":248,"recommended_template":249,"slug":250},"Conducting a quick check-in rather than a full annual review","Employee Check-In Form","check-request-form-D670",{"situation":252,"recommended_template":253,"slug":254},"Setting and tracking individual goals outside of a review cycle","Employee Goal-Setting Form","goal-setting-traps-to-avoid-D13110",{"situation":256,"recommended_template":257,"slug":258},"Reviewing employee performance for a promotion decision","Promotion Recommendation Form","promotion-policy-D13278",[260,263,266,269,272,275,278,281,284,287],{"term":261,"definition":262},"Performance Appraisal","A formal, documented evaluation of an employee's job performance over a defined period, measured against pre-agreed goals and competencies.",{"term":264,"definition":265},"Rating Scale","A numerical or descriptive scoring system — commonly 1–5 or 'Exceeds / Meets / Below Expectations' — used to standardize how performance levels are compared across employees.",{"term":267,"definition":268},"Competency","A specific skill, behavior, or attribute — such as communication, teamwork, or problem-solving — that the organization has identified as important for effective job performance.",{"term":270,"definition":271},"Self-Assessment","A section of the appraisal form completed by the employee before the manager review, capturing the employee's own view of their achievements and challenges.",{"term":273,"definition":274},"Development Plan","A written commitment identifying the skills, training, or experiences an employee will pursue in the next review period to close performance gaps or prepare for advancement.",{"term":276,"definition":277},"SMART Goals","Goals defined as Specific, Measurable, Achievable, Relevant, and Time-bound — used to set clear next-period objectives during the appraisal.",{"term":279,"definition":280},"Review Period","The defined timeframe — typically 12 months for annual reviews or 6 months for semi-annual — that the appraisal covers.",{"term":282,"definition":283},"Overall Performance Rating","A single summary score that consolidates all individual ratings into one assessment of the employee's performance for the review period.",{"term":285,"definition":286},"Acknowledgment Signature","The employee's and manager's signatures confirming the appraisal was discussed and received — it does not necessarily indicate the employee agrees with the ratings.",{"term":288,"definition":289},"Succession Planning","The process of identifying and developing employees who are ready to step into higher-level roles, often informed by appraisal outcomes and development plans.",[291,296,301,306,311,316,321,326,331],{"name":292,"plain_english":293,"sample_language":294,"common_mistake":295},"Employee and review period details","Identifies the employee being reviewed, their job title, department, manager's name, and the start and end dates of the review period.","Employee Name: [FULL NAME] | Job Title: [TITLE] | Department: [DEPARTMENT] | Manager: [MANAGER NAME] | Review Period: [START DATE] to [END DATE]","Leaving the review period dates blank and relying on the form date alone — when disputes arise later, there is no clear record of which period the ratings cover.",{"name":297,"plain_english":298,"sample_language":299,"common_mistake":300},"Goal achievement section","Lists each goal set in the prior review period, the agreed target, actual outcome, and a rating for how well the goal was met.","Goal: [GOAL DESCRIPTION] | Target: [MEASURABLE TARGET] | Outcome: [ACTUAL RESULT] | Rating: [1–5 or Exceeds / Meets / Below]","Evaluating goals that were never formally documented at the start of the period — this forces subjective judgments and invites disputes about what was expected.",{"name":302,"plain_english":303,"sample_language":304,"common_mistake":305},"Core competency ratings","Scores the employee on 4–8 behavioral competencies relevant to their role — such as communication, initiative, teamwork, and quality of work — using a consistent rating scale.","Communication: [RATING] | Teamwork: [RATING] | Problem-Solving: [RATING] | Reliability: [RATING] | Comments: [MANAGER NOTES]","Rating all employees near the middle of the scale to avoid conflict — this compresses scores, makes differentiation impossible, and undermines the value of the whole review.",{"name":307,"plain_english":308,"sample_language":309,"common_mistake":310},"Employee self-assessment","A free-text or structured section the employee completes before the review meeting, describing their own view of achievements, challenges, and areas for growth.","Key achievements this period: [EMPLOYEE RESPONSE] | Biggest challenges: [EMPLOYEE RESPONSE] | Areas I want to develop: [EMPLOYEE RESPONSE]","Sending the self-assessment form the day before the review meeting — employees need at least one week to reflect meaningfully and provide useful input.",{"name":312,"plain_english":313,"sample_language":314,"common_mistake":315},"Manager narrative and overall comments","A free-text field for the manager to summarize the employee's performance, highlight specific examples, and explain the overall rating in plain language.","Overall Performance Summary: [MANAGER NARRATIVE — cite at least two specific examples from the review period]","Writing only vague praise or criticism with no concrete examples — comments like 'good attitude' or 'needs improvement' carry no weight in a disciplinary proceeding or promotion decision.",{"name":317,"plain_english":318,"sample_language":319,"common_mistake":320},"Overall performance rating","A single summary score consolidating all individual ratings, accompanied by a brief justification narrative.","Overall Rating: [RATING — e.g., 4 / Exceeds Expectations] | Justification: [ONE TO TWO SENTENCES]","Assigning an overall rating that is inconsistent with the individual section scores without explaining why — this looks arbitrary and damages employee trust.",{"name":322,"plain_english":323,"sample_language":324,"common_mistake":325},"Development plan and training needs","Documents 2–3 specific development actions the employee will take in the next period — courses, stretch assignments, or coaching — with target completion dates.","Development Action 1: [DESCRIPTION] | Method: [TRAINING / MENTORING / PROJECT] | Target Date: [DATE] | Support Required: [RESOURCE OR BUDGET]","Filling in the development plan during the review meeting without prior thought — plans created under time pressure are vague, ignored, and never followed up.",{"name":327,"plain_english":328,"sample_language":329,"common_mistake":330},"Next-period objectives","Defines 3–5 SMART goals for the upcoming review period, agreed by both manager and employee during the appraisal discussion.","Objective 1: [SPECIFIC GOAL] | Success Measure: [METRIC] | Target Date: [DATE] | Priority: [HIGH / MEDIUM / LOW]","Carrying over unmet goals from the prior period without discussion — this signals the goals were never meaningful and sets up another cycle of non-achievement.",{"name":332,"plain_english":333,"sample_language":334,"common_mistake":335},"Acknowledgment and signatures","Signature blocks for both employee and manager confirming the review was conducted and the form was received, with a field for employee comments or disagreement.","Manager Signature: _____________ Date: [DATE] | Employee Signature: _____________ Date: [DATE] | Employee Comments: [OPTIONAL — employee may note disagreement here]","Omitting an employee comments field — without it, employees have no documented channel to register disagreement, which increases the likelihood of a formal grievance.",[337,342,347,352,357,362,367],{"step":338,"title":339,"description":340,"tip":341},1,"Complete the employee and review period details","Enter the employee's full name, job title, department, manager's name, and the exact start and end dates of the review period before distributing the form.","Set a calendar reminder to distribute appraisal forms 3 weeks before the review date — this gives both the employee and manager enough time to prepare.",{"step":343,"title":344,"description":345,"tip":346},2,"Send the self-assessment section to the employee first","Share just the self-assessment section with the employee at least one week before the review meeting. Ask them to document key achievements, challenges, and development interests.","Provide two or three guiding prompts — 'What result are you most proud of this period?' — to help employees who have never done a self-assessment before.",{"step":348,"title":349,"description":350,"tip":351},3,"Rate goal achievement with evidence","For each goal set in the prior review, record the agreed target, the actual outcome, and a rating. Reference specific data points — sales figures, project delivery dates, error rates — rather than impressions.","If formal goals were never set, note that in this section and treat it as an action item: set SMART goals for the next period before closing this appraisal.",{"step":353,"title":354,"description":355,"tip":356},4,"Score core competencies consistently","Rate each competency using the same scale for every employee reviewed. Add a brief comment under each rating citing a specific observable behavior, not a personality trait.","Anchor each rating level with a behavioral example in your internal guidelines — this reduces manager-to-manager score inflation by up to 30%.",{"step":358,"title":359,"description":360,"tip":361},5,"Write the manager narrative with specific examples","Draft 3–5 sentences summarizing the employee's overall performance. Cite at least two concrete examples — a project outcome, a customer interaction, a quantified result.","Keep a running notes file on each direct report throughout the year so you are not relying solely on the last 4 weeks of memory at review time.",{"step":363,"title":364,"description":365,"tip":366},6,"Agree on next-period objectives together","Use the review meeting to co-create 3–5 SMART objectives for the next period. Write them into the form during the meeting and have both parties confirm them before signing.","Objectives agreed collaboratively are significantly more likely to be achieved than those handed down without input — ask the employee to draft their own proposals before the meeting.",{"step":368,"title":369,"description":370,"tip":371},7,"Obtain signatures and file the completed form","Both the manager and employee should sign and date the completed form after the review meeting. Store a copy in the employee's HR file and provide the employee with their own copy.","If an employee refuses to sign, note 'Received but not signed — employee copy provided on [DATE]' in the acknowledgment field rather than leaving it blank.",[373,377,381,385],{"mistake":374,"why_it_matters":375,"fix":376},"Rating everyone in the middle of the scale","Compressed scores eliminate meaningful differentiation, making it impossible to justify promotion decisions, compensation changes, or performance improvement actions.","Calibrate ratings across your team before finalizing forms. If every employee is a 3 out of 5, revisit the evidence for each rating and apply the scale as written.",{"mistake":378,"why_it_matters":379,"fix":380},"No documented goals from the prior period","Evaluating performance without pre-agreed goals forces subjective judgments that employees perceive as unfair and that cannot be defended in a dispute.","Use the next-period objectives section of this form to set 3–5 SMART goals at the end of every appraisal, so the following review has a clear baseline.",{"mistake":382,"why_it_matters":383,"fix":384},"Vague manager comments with no examples","Comments like 'meets expectations' or 'could communicate better' carry no legal or operational weight if the employee later challenges a demotion or dismissal.","Cite at least two specific, observable incidents or measurable outcomes per employee in the manager narrative field.",{"mistake":386,"why_it_matters":387,"fix":388},"Completing the development plan during the review meeting with no preparation","Plans created in real time are generic, underfunded, and rarely followed up — the employee leaves with a list of actions no one has committed resources to support.","Draft the development plan before the meeting, check available training budget and timelines, then use the meeting to confirm and refine it with the employee.",[390,393,396,399,402,405,408,411],{"question":391,"answer":392},"What is an employee appraisal form?","An employee appraisal form is a structured document used by managers to formally evaluate an employee's performance over a defined review period. It captures goal achievement, competency ratings, a self-assessment from the employee, manager comments, a development plan, and objectives for the next period — creating a documented record of the review discussion.\n",{"question":394,"answer":395},"How often should employee appraisals be conducted?","Annual reviews are the most common cadence, but many organizations supplement them with a mid-year check-in. High-growth companies and those with newer employees increasingly use quarterly appraisals to keep feedback timely and goals relevant. Whatever the frequency, the key is consistency — all employees at the same level should be reviewed on the same schedule.\n",{"question":397,"answer":398},"What rating scale should I use on an appraisal form?","A 5-point numerical scale (1 = Far Below Expectations, 5 = Significantly Exceeds Expectations) or a 4-level descriptive scale (Below / Meets / Exceeds / Outstanding) both work well. The most important factor is defining each level with behavioral anchors so different managers apply the scale consistently. Avoid 3-point scales — they compress scores into an unusable middle band.\n",{"question":400,"answer":401},"Does an employee have to sign the appraisal form?","The employee's signature confirms receipt and discussion of the appraisal — it does not mean they agree with the ratings. In most jurisdictions, you cannot compel a signature, but you can document that the form was provided. Always include an employee comments field so disagreement can be recorded formally rather than triggering an immediate grievance.\n",{"question":403,"answer":404},"What is the difference between an appraisal form and a performance improvement plan?","An appraisal form covers a full review period and is used for all employees regardless of performance level. A performance improvement plan (PIP) is a targeted intervention document used specifically when an employee is not meeting the minimum requirements of their role. A poor appraisal rating typically precedes and informs a PIP, but they are separate documents with different purposes.\n",{"question":406,"answer":407},"Should employees complete a self-assessment before the review?","Yes — a self-assessment distributed at least one week before the review meeting significantly improves the quality of the conversation. It prompts the employee to reflect on their own performance, surfaces achievements the manager may have overlooked, and reduces the power imbalance in the review meeting by ensuring the employee arrives prepared rather than reactive.\n",{"question":409,"answer":410},"How should I handle a disagreement about appraisal ratings?","Include an employee comments field on the form for the employee to note any disagreement in writing. Listen to their perspective during the review meeting — if they present new evidence, adjust the rating if warranted. If the rating stands, document the disagreement formally, provide the employee with a copy, and escalate to HR if needed. Never change a rating simply to avoid conflict without documented justification.\n",{"question":412,"answer":413},"Can I use this appraisal form for remote employees?","Yes. The form works for in-person and remote employees alike. For remote workers, ensure the competency section includes behaviors observable through digital communication — responsiveness, quality of written output, and meeting participation — rather than only office-based behaviors. Conduct the review meeting by video call and obtain electronic acknowledgment signatures.\n",[415,419,423,427],{"industry":416,"icon_asset_id":417,"specifics":418},"Professional Services","industry-professional-services","Billable utilization rate and client satisfaction scores are added as measurable goal metrics alongside standard competency ratings.",{"industry":420,"icon_asset_id":421,"specifics":422},"Retail / Hospitality","industry-retail","Customer service behaviors, attendance reliability, and sales conversion targets are weighted heavily given high customer-facing expectations and shift-based scheduling.",{"industry":424,"icon_asset_id":425,"specifics":426},"Technology / SaaS","industry-saas","Delivery velocity, code quality metrics, and cross-functional collaboration are included as competencies alongside standard output goals.",{"industry":428,"icon_asset_id":429,"specifics":430},"Healthcare","industry-healthtech","Regulatory compliance adherence, patient interaction quality, and mandatory certification renewals are built into the goal achievement and competency sections.",[432,435,439,442],{"vs":245,"vs_template_id":433,"summary":434},"performance-improvement-plan-D13204","An appraisal form evaluates all employees on a regular cycle regardless of performance level. A performance improvement plan is a targeted corrective document issued only when an employee is failing to meet minimum role requirements. A poor appraisal score typically triggers a PIP, but they serve different purposes and require separate documentation.",{"vs":436,"vs_template_id":437,"summary":438},"Employee Self-Evaluation Form","D{SELF_EVALUATION_ID}","A self-evaluation form is completed solely by the employee and captures their own view of their performance, goals, and development needs. An appraisal form combines the employee's self-assessment with the manager's independent ratings and comments, producing a complete two-perspective record. The self-evaluation is typically a pre-step that feeds into the full appraisal.",{"vs":241,"vs_template_id":440,"summary":441},"D{360_FEEDBACK_ID}","A 360-degree feedback form gathers input from peers, direct reports, and stakeholders in addition to the manager. An appraisal form records the manager's formal evaluation and creates the official performance record. Organizations often use 360 feedback as an input to inform the manager's ratings rather than as a replacement for the appraisal.",{"vs":443,"vs_template_id":444,"summary":445},"Job Offer Letter","job-offer-letter-long-D12769","A job offer letter establishes the terms of employment at the point of hire. An appraisal form evaluates ongoing performance once the employee is in role. The goals and competencies evaluated on the appraisal should trace back to the job description referenced in the offer, creating a consistent thread from hiring to performance management.",{"use_template":447,"template_plus_review":451,"custom_drafted":455},{"best_for":448,"cost":449,"time":450},"Small businesses and managers running structured reviews without a dedicated HR system","Free","15–30 minutes to set up per employee reviewed",{"best_for":452,"cost":453,"time":454},"Organizations customizing competency frameworks or adding legal language for regulated industries","$200–$500 for an HR consultant review","1–3 days",{"best_for":456,"cost":457,"time":458},"Enterprises integrating appraisal forms into an HRIS, or organizations with union agreements governing review processes","$1,000–$5,000+ for HRIS configuration or custom design","2–6 weeks",[246,444,460,461,462,463,464,465,466,467,468,469],"employment-agreement_at-will-employee-D541","employee-handbook-D712","employee-dismissal-letter-D508","letter-of-appreciation-to-employee-D664","reference-check-letter-D601","barista-job-description-D13535","independent-contractor-agreement-D160","non-disclosure-agreement-nda-D12692","board-meeting-minutes-D13904","strategic-planning-template-D13857",{"emit_how_to":471,"emit_defined_term":471},true,{"primary_folder":115,"secondary_folder":473,"document_type":474,"industry":475,"business_stage":476,"tags":477,"confidence":482},"performance-management","form","general","all-stages",[478,473,479,480,481],"hr","employee-appraisal","performance-review","evaluation",0.95,"\u003Ch2>What is an Employee Appraisal Form?\u003C/h2>\n\u003Cp>An \u003Cstrong>Employee Appraisal Form\u003C/strong> is a structured document managers use to formally evaluate an employee's performance against pre-agreed goals, core competencies, and workplace behaviors over a defined review period. It captures both the employee's self-assessment and the manager's independent ratings, development plan, and next-period objectives in one consolidated record. Rather than relying on memory or informal conversation, the form creates a documented, consistent basis for compensation decisions, promotion discussions, and performance improvement actions.\u003C/p>\n\u003Ch2>Why You Need This Document\u003C/h2>\n\u003Cp>Without a standardized appraisal form, performance reviews default to inconsistent, undocumented conversations that are impossible to defend when an employee disputes a rating, a pay decision, or a dismissal. Managers reviewing the same role apply different criteria, scores drift toward the middle to avoid conflict, and development commitments made verbally are forgotten within weeks. A completed appraisal form gives HR a defensible paper trail, gives employees a clear record of expectations and feedback, and gives managers the structure they need to deliver fair, specific evaluations every time — regardless of their experience level. This template eliminates the blank-page problem and gets every review on a consistent, professionally structured footing from the first use.\u003C/p>\n",1778773584963]