[{"data":1,"prerenderedAt":523},["ShallowReactive",2],{"document-worksheet-self-assessment-D118":3},{"document":4,"label":23,"preview":11,"thumb":24,"thumb600":25,"description":5,"descriptionCustom":6,"apiDescription":5,"pages":8,"extension":10,"parents":26,"breadcrumb":30,"related":38,"customDescModule":182,"customdescription":6,"mdFm":183,"mdProseHtml":522},{"description":5,"descriptionCustom":6,"label":7,"pages":8,"size":9,"extension":10,"preview":11,"thumb":12,"svgFrame":13,"seoMetadata":14,"parents":15,"keywords":22},"Self-Assessment WorkSheet We recommend that you complete the following self-assessment work sheet as honestly as you can. There are no good or bad answers. Just write down whatever comes to your mind; don't over-think the exercise. Most likely, your first response will be your best. Once you've finished the exercises, try to identify business opportunities that match your answers. List at least five to seven things you like to do or are good at. List five to seven things you are not good at or you don't like to do. If there were 3 to 5 products or services that would make your personal life better, what would they be? If there were three to five products or services that would make my business life better, what would they be? When people ask what you do, what's your answer (list one occupation or whatever mainly occupies your week)? List five things you enjoy about your work. List five things you dislike about your work. When people tell me what they like most about me, their response is: Some people dislike the fact that I: ",null,"Worksheet Self-Assessment","3",38,"doc","https://templates.business-in-a-box.com/imgs/1000px/worksheet_self-assessment-D118.png","https://templates.business-in-a-box.com/imgs/250px/118.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#118.xml",{"title":6,"description":6},[16,19],{"label":17,"url":18},"Business Plan Kit","/templates/business-plan-kit/",{"label":20,"url":21},"Starting a Business","/templates/starting-a-business/","worksheet self assessment","Worksheet Self-Assessment Template","https://templates.business-in-a-box.com/imgs/400px/118.png","https://templates.business-in-a-box.com/imgs/600px/118.png",[27,16,19],{"label":28,"url":29},"Templates","/templates/",[31,32,35],{"label":28,"url":29},{"label":33,"url":34},"Human Resources","/templates/human-resources/",{"label":36,"url":37},"Performance Management","/templates/performance-management/",[39,43,47,51,56,60,64,68,72,76,80,84,88,104,123,135,151,166],{"label":40,"url":41,"thumb":42,"extension":10},"Worksheet Emotional Intelligence Self Assessment","/template/worksheet-emotional-intelligence-self-assessment-D14088","https://templates.business-in-a-box.com/imgs/250px/14088.png",{"label":44,"url":45,"thumb":46,"extension":10},"Worksheet Commercial Real Estate Investment Assessment","/template/worksheet-commercial-real-estate-investment-assessment-D13806","https://templates.business-in-a-box.com/imgs/250px/13806.png",{"label":48,"url":49,"thumb":50,"extension":10},"Self-Evaluation","/template/self-evaluation-D695","https://templates.business-in-a-box.com/imgs/250px/695.png",{"label":52,"url":53,"thumb":54,"extension":55},"Vendor Risk Assessment","/template/vendor-risk-assessment-D12816","https://templates.business-in-a-box.com/imgs/250px/12816.png","xls",{"label":57,"url":58,"thumb":59,"extension":10},"Financial Risk Assessment","/template/financial-risk-assessment-D13974","https://templates.business-in-a-box.com/imgs/250px/13974.png",{"label":61,"url":62,"thumb":63,"extension":10},"Leadership Skills Assessment","/template/leadership-skills-assessment-D13999","https://templates.business-in-a-box.com/imgs/250px/13999.png",{"label":65,"url":66,"thumb":67,"extension":10},"Risk Assessment Matrix","/template/risk-assessment-matrix-D12675","https://templates.business-in-a-box.com/imgs/250px/12675.png",{"label":69,"url":70,"thumb":71,"extension":55},"Depreciation Worksheet","/template/depreciation-worksheet-D310","https://templates.business-in-a-box.com/imgs/250px/310.png",{"label":73,"url":74,"thumb":75,"extension":55},"Buyer Persona Worksheet","/template/buyer-persona-worksheet-D13463","https://templates.business-in-a-box.com/imgs/250px/13463.png",{"label":77,"url":78,"thumb":79,"extension":55},"Product Comparison Worksheet","/template/product-comparison-worksheet-D13474","https://templates.business-in-a-box.com/imgs/250px/13474.png",{"label":81,"url":82,"thumb":83,"extension":10},"Daily Habit Worksheet","/template/daily-habit-worksheet-D13096","https://templates.business-in-a-box.com/imgs/250px/13096.png",{"label":85,"url":86,"thumb":87,"extension":10},"Employment Contract Worksheet","/template/employment-contract-worksheet-D572","https://templates.business-in-a-box.com/imgs/250px/572.png",{"description":89,"descriptionCustom":6,"label":90,"pages":8,"size":91,"extension":10,"preview":92,"thumb":93,"svgFrame":94,"seoMetadata":95,"parents":97,"keywords":96,"url":103},"Employee Performance Review Standard Operating Procedure Department: Human Resources Purpose: Before doing the performance review, it's important that managers have already set up goals to their employees. Indeed, performance reviews are valuable for both the employee and the employer. It's a chance for managers to give praise for exceptional work and guidance for any shortcomings. Managers and supervisors should take this opportunity to have an open discussion about the future of the company and the potential for employee growth. Frequency: Quarterly Procedure: Set up goals for employees. Share with the employee how your organization will assess performance. Prepare the meeting. Establish the purpose of the performance review meeting conversation. Be specific and transparent in the meeting. Review the relevant parts of the performance review form. Discuss ideas for development/action plan. Agree upon specific actions to be taken by each of you. Summarize the performance review meeting conversation. Definition/Explanation: Goal: It is imperative that the employee knows exactly what is expected of his or her performance. Your periodic discussions about performance need to focus on these significant portions of the employee's job.","How to Review Employee Performance",513,"https://templates.business-in-a-box.com/imgs/1000px/how-to-review-employee-performance-D12595.png","https://templates.business-in-a-box.com/imgs/250px/12595.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12595.xml",{"title":96,"description":6},"how to review employee performance",[98,100],{"label":17,"url":99},"business-plan-kit",{"label":101,"url":102},"Business Procedures","business-procedures","/template/how-to-review-employee-performance-D12595",{"description":105,"descriptionCustom":6,"label":106,"pages":107,"size":91,"extension":10,"preview":108,"thumb":109,"svgFrame":110,"seoMetadata":111,"parents":113,"keywords":112,"url":122},"Employee Appraisal Form Date: Name of Employee: Completed By: A.Most successful job accomplishments since last performance period: 1. 2. 3. 4. B.Key strengths of employee: 1. 2. 3. 4. C.Problems since last performance appraisal: 1. 2. 3. 4. D.Key areas that need improvement: 1. 2. 3. 4. E.Teamwork ability: 1. 2. 3. 4. F.What warnings, if any, should be given to employee? 1. 2. 3. 4. G","Employee Appraisal Form","2","https://templates.business-in-a-box.com/imgs/1000px/employee-appraisal-form-D688.png","https://templates.business-in-a-box.com/imgs/250px/688.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#688.xml",{"title":112,"description":6},"employee appraisal form",[114,116,119],{"label":33,"url":115},"human-resources",{"label":117,"url":118},"Motivation & Appreciation","motivation-appreciation",{"label":120,"url":121},"Customer Surveys","customer-surveys","/template/employee-appraisal-form-D688",{"description":124,"descriptionCustom":6,"label":125,"pages":107,"size":91,"extension":10,"preview":126,"thumb":127,"svgFrame":128,"seoMetadata":129,"parents":131,"keywords":130,"url":134},"Performance Improvement Plan (PIP) Standard Operating Procedure Department: Human Resources Purpose: This procedure is to help setting up a performance improvement plan for employees having difficulties in their work. 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. Usually undertaken by supervisor with the assistance of his own superior or HR professional","How to Create a Performance Improvement Plan","https://templates.business-in-a-box.com/imgs/1000px/how-to-create-a-performance-improvement-plan-D12564.png","https://templates.business-in-a-box.com/imgs/250px/12564.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12564.xml",{"title":130,"description":6},"how to create a performance improvement plan",[132,133],{"label":17,"url":99},{"label":101,"url":102},"/template/how-to-create-a-performance-improvement-plan-D12564",{"description":136,"descriptionCustom":6,"label":137,"pages":138,"size":91,"extension":10,"preview":139,"thumb":140,"svgFrame":141,"seoMetadata":142,"parents":144,"keywords":143,"url":150},"Employee Training Plan Your business slogan here. Prepared By: [YOUR NAME] [YOUR JOB TITLE] Phone 555.555.5555 Email info@yourbusiness.com www.yourbusiness.com Table of Contents Table of Contents 2 1. Executive Summary 3 1.1 Problem Definition 3 1.2 The Opportunity 3 1.3 The Solution 3 1.4 Goals and Objectives 3 1.5 Points of Contact 4 2. Instructional Analysis 5 2.1 Skill Analysis 5 2.2 Development Approach 6 2.3 Recommendations 6 3. Instructional Methods 7 3.1 Training Methodology 7 3.2 Training Database 7 3.3 Testing and Evaluation 8 4. Training Resources 10 4.1 Training Course Administration 10 4.2 Resources and Facilities 11 4.3 Schedules 12 4.4 Future Training 12 5. Training Materials List 13 5.1 Purpose and Scope 13 5.2 Training Materials List 14 6. Training Curriculum 15 7. Action Plan 16 8. Training Plan Approval 17 9. References 18 1. Executive Summary The executive summary will provide readers a brief yet dynamic description of the key components of the employee training plan. To make sure it is clear and comprehensive, it is often the last section to be written. A first-time reader should be able to read the summary by itself and know what your employee training plan is all about. The summary should stand alone and should not refer to other parts of your employee training plan. The summary, between one to three pages in length, will motivate readers to continue reading the remainder of the employee training plan in more detail. 1.1 Problem Definition Define the current problem relating to employee training. 1.2 The Opportunity Describe the opportunity for improvement. 1.3 The Solution Describe the solution. Note: you will need to go into detail about how you will execute the proposed solution in Section 2 and onward. 1.4 Goals and Objectives Based on the above, explain the goals and objectives that you want to achieve. They must be measurable, with a timeframe. 1.5 Points of Contact Provide the company name and the titles of key points of contact for overall system development. Examples of the points of contact are: Program Manager, Project Manager, Security Manager, QA Manager, Training Representatives, and Training Manager. Include all necessary additional lines as required in the table below. Role Name Contact Number Business Sponsor Program Manager Project Manager QA Manager Configuration Manager Center ISSO Training Manager/Coordinator Training Representatives 2. Instructional Analysis 2.1 Skill Analysis Describe the target audiences for the training courses that are intended to be developed. Examples of target audiences may include user professionals, clerical staff members, data entry clerks, ADP and non-ADP managers, technical professionals, and executives. Give a detailed description of the task that requires teaching to meet objectives and the skills required to learn tasks. Include the details of the training needs for each target audience in this section. If appropriate, ensure this section also discusses the needs and courses based on staff location groupings. S/N Course Target Audience 1. [Insert Course Name] [Ex: Data Entry Clerks] 2. 3. S/N Task Description Objectives Skills Required to Learn 1. [Insert Task Description] [Describe Task Objectives] [Explain Required Skills] 2. 3. 2.2 Development Approach Discuss the approach utilized for the development of the course curriculum and for ensuring development of quality training products. Include the methodology for the analysis of training requirements based on performance objectives. List and identify the topics or subjects for conducting training. SUBJECTS/TOPICS FOR TRAINING [Insert Subject] [Insert Subject] [Insert Subject] [Insert Subject] 2.3 Recommendations Provide current and possible problems relating to training. Include the recommendations for solving each issue. Fill in the table below Training Issue Recommendation 3. Instructional Methods 3.1 Training Methodology Provide an outline of the training method for the proposed courses. Fill in the table below for tracking. Training Methodology: S/N Course Target Audience Training Methodology 1. [Insert Course Title] [Choose Target Audience] [Describe Training Method] 2. 3. 4. 3.2 Training Database Identify and discuss the training database and its usefulness during the training process. This section should relate production data to various training scenarios and cases for instructional reasons. Go into more comprehensive detail on the method of training database development. Fill in (N/A) if this section isn't applicable to the company. 3.3 Testing and Evaluation Describe the methods utilized in the establishment and maintenance of quality assurance for the curriculum development procedure. Include methods for testing and evaluating effectiveness of training, employee progress and performance. Incorporate feedback for modification and enhancement of course structure and/or materials. Benchmark Method of Testing Feedback/Comment Prospective Employee Performance Employee Progress Training Effectiveness N","Employee Training Plan","17","https://templates.business-in-a-box.com/imgs/1000px/employee-training-plan-D13175.png","https://templates.business-in-a-box.com/imgs/250px/13175.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#13175.xml",{"title":143,"description":6},"employee training plan",[145,146,147],{"label":33,"url":115},{"label":117,"url":118},{"label":148,"url":149},"Staff Management","staff-management","/template/employee-training-plan-D13175",{"description":152,"descriptionCustom":6,"label":153,"pages":154,"size":91,"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: JOB OFFER FOR [DESCRIBE] Dear [CANDIDATE NAME]: Congratulations! [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":159,"description":6},"job offer letter long",[161,162],{"label":33,"url":115},{"label":163,"url":164},"Hire an Employee","hire-employee","/template/job-offer-letter-long-D12769",{"description":167,"descriptionCustom":6,"label":168,"pages":169,"size":91,"extension":10,"preview":170,"thumb":171,"svgFrame":172,"seoMetadata":173,"parents":175,"keywords":174,"url":181},"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":174,"description":6},"employment agreement_at will employee",[176,177,178],{"label":33,"url":115},{"label":163,"url":164},{"label":179,"url":180},"Legal Agreements","business-legal-agreements","/template/employment-agreement_at-will-employee-D541",false,{"seo":184,"reviewer":196,"legal_disclaimer":200,"quick_facts":201,"at_a_glance":203,"personas":207,"variants":232,"glossary":260,"clauses":291,"how_to_fill":337,"common_mistakes":378,"faqs":403,"industries":431,"comparisons":456,"diy_vs_lawyer":469,"jurisdictions":482,"related_template_ids_curated":503,"schema":511,"classification":512},{"meta_title":185,"meta_description":186,"primary_keyword":187,"secondary_keywords":188},"Worksheet Self Assessment Template (Free Word)","Free self assessment worksheet template for employees and managers. Covers performance goals, competencies, achievements, and development plans. Free Word and PDF download.","self assessment worksheet template",[189,190,191,192,193,194,195],"employee self assessment template","self assessment worksheet word","performance self assessment template","self evaluation worksheet template","self assessment form free download","employee performance self review template","self appraisal worksheet template",{"name":197,"credential":198,"reviewed_date":199},"Bruno Goulet","CEO, Business in a Box","2026-05-02",true,{"difficulty":202,"legal_review_recommended":200,"signature_required":200},"medium",{"what_it_is":204,"when_you_need_it":205,"whats_inside":206},"A Worksheet Self Assessment is a structured document in which an employee formally evaluates their own performance, competencies, goal attainment, and professional development over a defined review period. This free Word download provides a ready-to-edit framework that HR teams and managers can deploy as part of a formal performance review cycle and export as PDF for filing or signature.\n","Use it at the start of any scheduled performance review cycle — annual, semi-annual, or quarterly — to give employees a structured opportunity to document their contributions before a manager completes their own evaluation. It is also used when an employee is being considered for promotion, placed on a performance improvement plan, or transitioning to a new role.\n","The worksheet covers employee identification and review period, goal attainment ratings with supporting evidence, core competency self-ratings, key achievements and contributions, development needs and training requests, career objectives, and a signed acknowledgment section. Together these sections create a documented record that feeds directly into the manager's formal appraisal and any resulting HR decisions.\n",[208,212,216,220,224,228],{"title":209,"use_case":210,"icon_asset_id":211},"HR managers","Standardizing self-evaluation inputs across departments before annual reviews","persona-hr-manager",{"title":213,"use_case":214,"icon_asset_id":215},"Small business owners","Running a first formal review cycle without dedicated HR infrastructure","persona-small-business-owner",{"title":217,"use_case":218,"icon_asset_id":219},"Team leaders and supervisors","Collecting structured employee input before completing manager appraisals","persona-operations-director",{"title":221,"use_case":222,"icon_asset_id":223},"Individual contributors","Documenting accomplishments and development goals before a performance discussion","persona-freelancer",{"title":225,"use_case":226,"icon_asset_id":227},"Startup founders","Establishing a repeatable performance process as headcount grows past ten employees","persona-startup-founder",{"title":229,"use_case":230,"icon_asset_id":231},"Professional services firms","Supporting partner-track evaluations and billable utilization reviews","persona-agency",[233,237,241,245,249,253,257],{"situation":234,"recommended_template":235,"slug":236},"Annual year-end performance cycle for all staff","Worksheet Self Assessment (Annual)","worksheet-self-assessment-D118",{"situation":238,"recommended_template":239,"slug":240},"Mid-year check-in or quarterly goal review","Employee Performance Review","how-to-review-employee-performance-D12595",{"situation":242,"recommended_template":243,"slug":244},"Employee placed on a formal performance improvement plan","Performance Improvement Plan","how-to-create-a-performance-improvement-plan-D12564",{"situation":246,"recommended_template":247,"slug":248},"Manager completing their side of the appraisal","Employee Evaluation Form","employee-appraisal-form-D688",{"situation":250,"recommended_template":251,"slug":252},"360-degree feedback incorporating peer and direct-report input","360-Degree Feedback Form","customer-feedback-form-D12790",{"situation":254,"recommended_template":255,"slug":256},"New hire completing a 90-day probationary self review","Probationary Period Review","90-day-probationary-period-policy-D13480",{"situation":258,"recommended_template":137,"slug":259},"Identifying training and development needs across a team","employee-training-plan-D13175",[261,264,267,270,273,276,279,282,285,288],{"term":262,"definition":263},"Review Period","The defined start and end dates covering the performance being assessed — typically a calendar year, fiscal year, or quarter.",{"term":265,"definition":266},"Competency","A specific skill, behavior, or attribute — such as communication, problem-solving, or leadership — that the organization uses to measure performance.",{"term":268,"definition":269},"Rating Scale","A standardized scoring system (e.g., 1–5 or Exceeds / Meets / Below Expectations) applied consistently across all employees and competencies.",{"term":271,"definition":272},"SMART Goals","Goals that are Specific, Measurable, Achievable, Relevant, and Time-bound — the standard format for setting and evaluating individual performance objectives.",{"term":274,"definition":275},"Development Plan","A documented set of learning objectives, training activities, and timelines designed to close a skill gap or prepare an employee for greater responsibility.",{"term":277,"definition":278},"Performance Improvement Plan (PIP)","A formal documented process outlining specific performance deficiencies, required improvements, measurable targets, and consequences if targets are not met within a set timeframe.",{"term":280,"definition":281},"Acknowledgment Signature","The employee's and manager's signatures confirming that the self assessment was completed, reviewed, and discussed — not necessarily indicating agreement with any ratings.",{"term":283,"definition":284},"Calibration","A process in which managers collectively review and adjust employee ratings to ensure consistency and fairness across teams and departments.",{"term":286,"definition":287},"Self-Efficacy","An employee's belief in their own ability to complete tasks and reach goals — a factor that affects the accuracy and candor of self-reported ratings.",{"term":289,"definition":290},"360-Degree Feedback","A performance input method that collects assessments from an employee's peers, direct reports, and manager in addition to the employee's own self evaluation.",[292,297,302,307,312,317,322,327,332],{"name":293,"plain_english":294,"sample_language":295,"common_mistake":296},"Employee and review period identification","Records the employee's full name, job title, department, manager's name, and the exact start and end dates of the review period being assessed.","Employee: [EMPLOYEE FULL NAME] | Title: [JOB TITLE] | Department: [DEPARTMENT] | Manager: [MANAGER NAME] | Review Period: [START DATE] to [END DATE]","Using an informal first name or nickname instead of the legal name on file with HR. This creates a mismatch when the form is filed against the personnel record, which can complicate employment decisions and audits.",{"name":298,"plain_english":299,"sample_language":300,"common_mistake":301},"Goal attainment self-rating","Lists each goal set at the start of the review period, asks the employee to rate their level of attainment on the agreed scale, and requires a brief narrative justification with supporting evidence.","Goal: [GOAL DESCRIPTION] | Target: [MEASURABLE TARGET] | Actual Result: [OUTCOME WITH DATA] | Self-Rating: [RATING] | Comments: [EMPLOYEE NARRATIVE]","Rating goals without providing evidence. A rating unaccompanied by measurable data is easily dismissed during calibration and gives the manager nothing to work with when justifying a compensation decision.",{"name":303,"plain_english":304,"sample_language":305,"common_mistake":306},"Core competency self-ratings","Applies the organization's standard competency framework to the employee's own behavior, asking them to rate each competency and cite a specific example to support each rating.","Competency: [COMPETENCY NAME] | Rating: [RATING] | Example: 'During [PROJECT/SITUATION], I demonstrated [COMPETENCY] by [SPECIFIC ACTION], resulting in [OUTCOME].'","Providing generic examples that could apply to any employee. Statements like 'I always communicate well with my team' carry no evidentiary weight. Specific, dated examples tied to real projects are required.",{"name":308,"plain_english":309,"sample_language":310,"common_mistake":311},"Key achievements and contributions","A freeform section in which the employee documents their most significant contributions during the period — projects completed, problems solved, revenue generated, cost savings achieved, or process improvements delivered.","Achievement: [DESCRIPTION OF ACCOMPLISHMENT] | Impact: [QUANTIFIED RESULT — e.g., reduced onboarding time by 20%, closed $[X] in new revenue, reduced error rate from X% to Y%] | Period: [DATE RANGE]","Listing duties instead of achievements. Describing what the role requires ('managed customer accounts') is not an achievement. The achievement is what changed or improved because of the employee's specific actions.",{"name":313,"plain_english":314,"sample_language":315,"common_mistake":316},"Areas for improvement and development needs","Asks the employee to honestly identify one to three skill gaps or performance areas they want to address, and to propose specific development activities — training courses, mentoring, stretch assignments — with target completion dates.","Development Area: [SKILL OR BEHAVIOR GAP] | Proposed Action: [TRAINING / ASSIGNMENT / COACHING] | Target Completion: [DATE] | Resources Needed: [BUDGET, TIME, SUPPORT]","Identifying only trivial or non-threatening development areas to avoid perceived weakness. This defeats the purpose of the form and results in development plans with no real impact, which courts have noted as evidence that a PIP was not preceded by genuine development effort.",{"name":318,"plain_english":319,"sample_language":320,"common_mistake":321},"Career objectives and growth interests","Captures the employee's stated career goals for the next 12 to 24 months — desired roles, skills to develop, projects to lead — giving the manager data for succession planning and retention conversations.","Short-Term Goal (12 months): [GOAL] | Long-Term Goal (24+ months): [GOAL] | Desired Development Opportunities: [PROJECTS, ROLES, OR SKILLS] | Support Requested from Manager: [SPECIFIC REQUEST]","Treating this section as optional or leaving it blank. An undocumented career conversation leaves the employer with no evidence that development was discussed, which is relevant if a constructive dismissal or discrimination claim later alleges that the employee was ignored.",{"name":323,"plain_english":324,"sample_language":325,"common_mistake":326},"Manager response and commentary","A dedicated section for the reviewing manager to record their own observations, indicate where they agree or disagree with the employee's self-ratings, and note any additional context before the appraisal discussion.","Manager Comments: [RESPONSE TO EMPLOYEE SELF-RATINGS AND ACHIEVEMENTS] | Rating Adjustments (if any): [COMPETENCY/GOAL — MANAGER RATING vs. EMPLOYEE RATING] | Date of Review Discussion: [DATE]","Leaving the manager commentary section blank and only recording a final rating. Without documented commentary, the organization cannot demonstrate a fair and consistent review process if an employee challenges a rating or a subsequent HR decision.",{"name":328,"plain_english":329,"sample_language":330,"common_mistake":331},"Action plan and next review date","Summarizes the agreed development actions, assigns accountability for each item, sets target dates, and records the date of the next formal check-in or review.","Action Item: [DESCRIPTION] | Owner: [EMPLOYEE / MANAGER / HR] | Completion Date: [DATE] | Next Review: [DATE OF NEXT FORMAL CHECK-IN]","Agreeing on action items verbally without recording them in the worksheet. Verbal commitments are unenforceable and untrackable. If a later PIP or termination is challenged, the absence of documented prior development steps weakens the employer's position significantly.",{"name":333,"plain_english":334,"sample_language":335,"common_mistake":336},"Acknowledgment and signatures","A signature block in which both the employee and manager confirm that the self assessment was completed honestly, reviewed together in a formal discussion, and filed with HR — without necessarily indicating agreement with the ratings.","Employee Signature: _________________ Date: _______ | I confirm this self assessment was completed by me and that I have discussed it with my manager. | Manager Signature: _________________ Date: _______ | I confirm I have reviewed this document with the employee.","Including language requiring the employee to 'agree' with the assessment as a condition of signature. Employees who refuse to sign an agreement-based form create an unsigned HR record. Use acknowledgment language — 'I confirm this was reviewed' — not agreement language.",[338,343,348,353,358,363,368,373],{"step":339,"title":340,"description":341,"tip":342},1,"Complete the identification block before distributing","Pre-fill the employee's full legal name, job title, department, reporting manager, and exact review period dates before sending the worksheet to the employee. This avoids clerical mismatches when the form is filed against the personnel record.","Distribute worksheets at least 10 business days before the appraisal deadline. Employees who receive the form the day before a review meeting produce lower-quality, less defensible responses.",{"step":344,"title":345,"description":346,"tip":347},2,"Pull the goal list from the prior review cycle","Copy the SMART goals documented at the start of the review period directly into the goal attainment section. Do not rewrite or paraphrase — use the original language so attainment can be measured against what was actually agreed.","If goals were not formally documented at the start of the period, note this in the form and use the employee's job description targets as a proxy. This gap should be corrected before the next cycle.",{"step":349,"title":350,"description":351,"tip":352},3,"Rate each goal and competency with specific evidence","For each goal and competency, select a rating on the agreed scale and write a supporting narrative that references a specific project, date, and quantified outcome. Vague narratives are not auditable.","Encourage employees to keep a running achievement log throughout the year. A year-end recall exercise consistently underrepresents contributions made in Q1 and Q2.",{"step":354,"title":355,"description":356,"tip":357},4,"Document achievements with measurable impact","In the achievements section, list two to five contributions with quantified results — percentages, dollar values, time savings, or error rate reductions. Each entry should answer 'so what?' in the same sentence.","Ask employees: 'What would have been different if you had not been in this role?' That question surfaces impact that routine task descriptions miss.",{"step":359,"title":360,"description":361,"tip":362},5,"Identify genuine development areas","List one to three real skill gaps with specific proposed actions — a named course, a stretch assignment, or a mentoring arrangement — along with target completion dates and any budget required.","Development areas should connect directly to the employee's career objectives in the next section. A development plan with no link to career goals rarely gets completed.",{"step":364,"title":365,"description":366,"tip":367},6,"Complete the career objectives section","Record the employee's stated short-term (12-month) and long-term (24+ month) goals and any specific support they are requesting from their manager or HR. This section feeds succession planning and retention risk assessments.","If an employee declines to complete the career section, note that in the manager commentary block. It is a relevant data point for retention conversations.",{"step":369,"title":370,"description":371,"tip":372},7,"Conduct the review discussion before the manager adds commentary","The manager should read the completed self assessment before the review meeting, then add their commentary and any rating adjustments in the manager response section after the discussion — not before. This ensures the self assessment actually informs the appraisal.","Record the date and duration of the review discussion in the form. This creates an audit trail confirming that a formal conversation took place.",{"step":374,"title":375,"description":376,"tip":377},8,"Obtain signatures and file within 5 business days","Both parties sign the acknowledgment block after the review discussion. File the completed form in the employee's personnel record within 5 business days and provide a copy to the employee.","Use acknowledgment language — 'I confirm this was reviewed with me' — not agreement language. This removes the most common reason employees refuse to sign.",[379,383,387,391,395,399],{"mistake":380,"why_it_matters":381,"fix":382},"Distributing the form too close to the review deadline","Employees given fewer than 5 business days produce rushed, undocumented responses that provide no useful input for calibration and cannot support a compensation or promotion decision.","Build the distribution date into the review calendar at least 10 business days before the appraisal deadline and send an automated reminder at the 5-day mark.",{"mistake":384,"why_it_matters":385,"fix":386},"Using agreement language instead of acknowledgment language on the signature line","Requiring an employee to 'agree' with their assessment as a condition of signing regularly produces unsigned forms, which creates an incomplete personnel record and complicates any subsequent HR action.","Replace 'I agree with the above assessment' with 'I confirm this self assessment was reviewed with me on [DATE].' This language is universally accepted and keeps the record complete.",{"mistake":388,"why_it_matters":389,"fix":390},"Not pre-populating the prior period's agreed goals","When employees set their own goals at the start of the form, they often reframe or inflate them, making attainment ratings meaningless and calibration inconsistent across the team.","HR or the manager should populate the goal list from the prior review's signed action plan before distributing the worksheet. Lock those fields if the form is digital.",{"mistake":392,"why_it_matters":393,"fix":394},"Filing the self assessment without completing the manager commentary section","A manager who skips their commentary section leaves the organization with only the employee's unverified self-ratings on file — providing no documented basis for any rating that differs from the employee's own assessment.","Make manager commentary a required field in the form workflow. Set a policy that HR will not accept or file a worksheet without completed manager commentary and a recorded discussion date.",{"mistake":396,"why_it_matters":397,"fix":398},"Treating the development section as optional","In jurisdictions with strong unfair dismissal protections, an employer who cannot show prior documented development effort before issuing a PIP or terminating for performance faces significantly higher legal exposure.","Require at least one development action item with a named activity and target date in every completed worksheet, and track completion in the next cycle's review.",{"mistake":400,"why_it_matters":401,"fix":402},"Storing completed worksheets outside the official personnel record","Worksheets stored only in a manager's email or a shared drive that HR cannot access are effectively invisible in a dispute, audit, or regulatory inquiry — and may be deleted or modified without a formal audit trail.","Establish a single HR system of record for all completed worksheets, with access controls and retention policies aligned to local employment law requirements (typically 3–7 years).",[404,407,410,413,416,419,422,425,428],{"question":405,"answer":406},"What is a self assessment worksheet?","A self assessment worksheet is a structured form an employee completes to evaluate their own performance, goal attainment, competencies, and development needs over a defined review period. It is typically submitted before a manager-led appraisal meeting so that the employee's perspective formally informs the overall evaluation. When signed by both parties, it becomes part of the official personnel record.\n",{"question":408,"answer":409},"Is an employee self assessment legally required?","Self assessments are not legally mandated in most jurisdictions, but they form a critical part of a defensible performance management process. In unfair dismissal or discrimination claims, courts and employment tribunals routinely examine whether the employer gave employees an opportunity to respond to performance concerns before taking adverse action. A documented self assessment process is strong evidence that a fair process was followed.\n",{"question":411,"answer":412},"What should an employee include in a self assessment?","A complete self assessment should include ratings and evidence for each goal set at the start of the review period, ratings and specific examples for each core competency, a list of key achievements with quantified impact, identified development needs with proposed actions and target dates, and career objectives for the next 12 to 24 months. Vague narratives without supporting evidence provide little value to the manager or the HR process.\n",{"question":414,"answer":415},"What is the difference between a self assessment and a performance review?","A self assessment is completed by the employee and documents their own perspective on their performance. A performance review is the manager's formal evaluation, which typically incorporates the self assessment as one input alongside the manager's direct observations, peer feedback, and business outcomes. Together they produce the official appraisal record.\n",{"question":417,"answer":418},"Does the employee have to sign the self assessment worksheet?","The employee should sign to acknowledge that they completed the form and that it was reviewed in a formal discussion — not necessarily to agree with every rating. Using acknowledgment language rather than agreement language removes the most common reason employees decline to sign and keeps the personnel record complete. If an employee refuses to sign even an acknowledgment, the manager should note the refusal, date it, and file the form with a note explaining the circumstances.\n",{"question":420,"answer":421},"How should self assessment ratings be calibrated across a team?","Calibration sessions bring managers together to compare ratings across their teams using the same rating scale and evidence standards. Before calibration, HR should review all submitted worksheets for rating distributions that are unusually high or low relative to peers. Self assessment ratings that differ materially from manager ratings should be documented with an explanation in the manager commentary section.\n",{"question":423,"answer":424},"How long should a completed self assessment worksheet be retained?","Retention requirements vary by jurisdiction and industry. In the US, most employment lawyers recommend retaining performance records for at least 3 years after the review date, or 1 year after the employee's separation — whichever is later — to cover EEOC and FLSA statute of limitations periods. In Canada and the UK, 6–7 year retention is commonly recommended. In the EU, GDPR requires that retention periods be proportionate and documented in a data retention policy.\n",{"question":426,"answer":427},"Can a self assessment worksheet be used in a termination process?","Yes, and it frequently is. A series of completed self assessments demonstrating that an employee consistently self-rated performance below expectations, agreed to development actions, and failed to complete them is valuable documentation in a termination for performance. Conversely, a self assessment showing strong self-ratings that were never challenged by a manager can complicate a dismissal case if the employer later claims the employee's performance was insufficient.\n",{"question":429,"answer":430},"What rating scale should we use in a self assessment worksheet?","A 4-point or 5-point scale is most common. A 5-point scale (e.g., 1 = Does Not Meet Expectations through 5 = Significantly Exceeds Expectations) allows finer differentiation. A 4-point scale eliminates the tendency to default to the midpoint. Whichever scale you choose, define each level in writing and train managers and employees on the definitions before the cycle begins. Undefined rating scales produce inconsistent results that are impossible to calibrate.\n",[432,436,440,444,448,452],{"industry":433,"icon_asset_id":434,"specifics":435},"Professional services","industry-professional-services","Billable utilization rates and client satisfaction scores are standard quantitative inputs alongside competency ratings for consultants and advisors.",{"industry":437,"icon_asset_id":438,"specifics":439},"Technology / SaaS","industry-saas","Engineering and product teams typically tie self assessments to sprint velocity, code quality metrics, and OKR attainment rather than traditional competency frameworks.",{"industry":441,"icon_asset_id":442,"specifics":443},"Healthcare","industry-healthtech","Clinical staff self assessments must reference credentialing requirements, patient outcome metrics, and mandatory continuing education completion alongside standard performance goals.",{"industry":445,"icon_asset_id":446,"specifics":447},"Financial services","industry-fintech","Regulatory compliance training completion, risk incident records, and conduct-related competencies are mandatory inclusions alongside performance objectives for regulated roles.",{"industry":449,"icon_asset_id":450,"specifics":451},"Retail and hospitality","industry-retail","High headcount and shift-based scheduling require streamlined one-page versions with shift-specific metrics such as customer satisfaction scores and upsell rates.",{"industry":453,"icon_asset_id":454,"specifics":455},"Manufacturing","industry-manufacturing","Safety incident rates, quality defect metrics, and compliance with standard operating procedures are core quantitative inputs alongside production targets.",[457,460,463,466],{"vs":239,"vs_template_id":458,"summary":459},"employee-performance-review-D464","A performance review is completed by the manager and represents the employer's formal evaluation of the employee. A self assessment worksheet is completed by the employee and documents their own perspective. The two documents are complementary — the self assessment informs and is filed alongside the manager's review. Using only a manager review without a self assessment removes the employee's documented voice from the process, which increases legal exposure in discrimination or unfair dismissal claims.",{"vs":243,"vs_template_id":461,"summary":462},"performance-improvement-plan-D12710","A performance improvement plan is a formal corrective document issued when an employee has already been identified as performing below an acceptable standard. A self assessment worksheet is a routine developmental tool used across all employees as part of a standard review cycle. The self assessment typically precedes a PIP — a documented history of self assessments showing development discussions and unmet commitments strengthens the employer's basis for issuing one.",{"vs":247,"vs_template_id":464,"summary":465},"employee-evaluation-form-D12701","An employee evaluation form is the manager's structured scoring tool, capturing ratings across defined competencies and goals from the supervisor's perspective. A self assessment worksheet captures the same dimensions from the employee's own perspective. Both forms should be completed independently, compared in the review discussion, and filed together in the personnel record to provide a complete picture of the appraisal.",{"vs":251,"vs_template_id":467,"summary":468},"D{360_FEEDBACK_FORM_ID}","A 360-degree feedback form collects performance input from peers, direct reports, and the employee's manager in addition to the employee's self evaluation. A self assessment worksheet is a single-source document covering only the employee's own perspective. The self assessment is faster to administer and suits most standard review cycles; 360-degree feedback is typically reserved for leadership development, promotion decisions, or senior roles where multi-directional input is warranted.",{"use_template":470,"template_plus_review":474,"custom_drafted":478},{"best_for":471,"cost":472,"time":473},"Companies running standard annual or semi-annual review cycles for non-regulated roles","Free","15 minutes to customize, 30–45 minutes per employee to complete",{"best_for":475,"cost":476,"time":477},"Organizations in regulated industries, companies with prior employment claims, or those implementing a formal PIP process","$300–$800 for an HR consultant or employment lawyer review","3–5 business days",{"best_for":479,"cost":480,"time":481},"Enterprises with union agreements, multi-jurisdiction workforces, or legally mandated appraisal frameworks in regulated sectors","$1,500–$4,000+","2–4 weeks",[483,488,493,498],{"code":484,"name":485,"flag_asset_id":486,"note":487},"us","United States","flag-us","No federal law mandates a self assessment process, but EEOC guidance and case law consistently favor employers who can document that employees had a meaningful opportunity to respond to performance concerns before adverse action was taken. California, New York, and Illinois have additional anti-retaliation and personnel record access requirements — employees in these states typically have a statutory right to view and copy their personnel files, including completed self assessments.",{"code":489,"name":490,"flag_asset_id":491,"note":492},"ca","Canada","flag-ca","Provincial employment standards do not mandate self assessments, but Canadian courts place significant weight on procedural fairness in wrongful dismissal cases. A documented record showing the employee was given an opportunity to self-evaluate and respond to concerns before termination is strong evidence that a fair process was followed. In Ontario and British Columbia, employees have the right to access their own personnel records under PIPEDA and provincial privacy legislation. French-language versions are required for provincially regulated employers in Quebec.",{"code":494,"name":495,"flag_asset_id":496,"note":497},"uk","United Kingdom","flag-uk","UK employment tribunals scrutinize the fairness of dismissal processes under the Employment Rights Act 1996. A documented self assessment process that gave the employee a genuine opportunity to respond to performance issues before a PIP or dismissal is consistent with the ACAS Code of Practice on Disciplinary and Grievance Procedures. Under UK GDPR and the Data Protection Act 2018, employees have a right of access to their personal data, including performance records, and retention periods must be documented and proportionate.",{"code":499,"name":500,"flag_asset_id":501,"note":502},"eu","European Union","flag-eu","EU member states vary significantly in employment protection levels, but all require fair process before dismissal in practice. Under GDPR, self assessment worksheets containing personal performance data are subject to data subject access rights, the right to rectification, and documented retention and deletion policies. Germany's Works Council Act (Betriebsverfassungsgesetz) may require works council consultation before introducing a new performance assessment process. France and Spain impose additional protections requiring documented prior warnings and development opportunities before performance-based dismissal.",[240,248,244,259,504,505,506,507,508,252,509,510],"job-offer-letter-long-D12769","employment-agreement_at-will-employee-D541","employee-handbook-D712","employee-dismissal-letter-D508","letter-of-appreciation-to-employee-D664","minutes-for-a-formal-meeting-D13","employee-satisfaction-survey-D13834",{"emit_how_to":200,"emit_defined_term":200},{"primary_folder":115,"secondary_folder":513,"document_type":514,"industry":515,"business_stage":516,"tags":517,"confidence":521},"performance-management","worksheet","general","all-stages",[518,513,519,520],"self-assessment","performance-review","employee-evaluation",0.95,"\u003Ch2>What is a Worksheet Self Assessment?\u003C/h2>\n\u003Cp>A \u003Cstrong>Worksheet Self Assessment\u003C/strong> is a structured document in which an employee formally evaluates their own performance, goal attainment, core competencies, and professional development needs over a defined review period. It captures the employee's documented perspective — supported by specific examples and measurable evidence — before a manager completes their own formal appraisal. When signed by both the employee and the reviewing manager, the worksheet becomes an official part of the employee's personnel record, creating an auditable foundation for compensation decisions, promotion considerations, performance improvement plans, and, where necessary, termination proceedings.\u003C/p>\n\u003Ch2>Why You Need This Document\u003C/h2>\n\u003Cp>Without a documented self assessment process, employers face a one-sided personnel record in which only the manager's ratings exist — and employees can credibly argue they were never given a fair opportunity to respond to performance concerns. In employment tribunals and court proceedings across the US, Canada, the UK, and the EU, this gap consistently weakens the employer's position and strengthens wrongful dismissal, discrimination, and unfair treatment claims. Beyond legal exposure, skipping structured self assessment removes the most accurate source of data on employee contributions — the employees themselves — from a process that directly affects pay, promotion, and retention. This template gives HR teams and managers a ready-to-deploy framework that satisfies procedural fairness standards, feeds calibration and succession planning, and takes under an hour per employee to complete.\u003C/p>\n",1781185927951]