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360-degree feedback (also known as multi-rater feedback, multi-source feedback, or multi-source assessment) is a process through which feedback from an employee's colleagues and associates is gathered, in addition to a self-evaluation by the employee.
A performance appraisal, also referred to as a performance review, performance evaluation, [1] (career) development discussion, [2] or employee appraisal, sometimes shortened to "PA", [a] is a periodic and systematic process whereby the job performance of an employee is documented and evaluated. This is done after employees are trained about ...
The acronym DICE stands for: Duration (D): either the total duration of short projects, or the time between two milestones on longer projects Team performance integrity (I) the project team's ability to execute successfully, with specific emphasis on the ability of the project leader Commitment (C) levels of support, composed of two factors:
Performance indicators differ from business drivers and aims (or goals). A school might consider the failure rate of its students as a key performance indicator which might help the school understand its position in the educational community, whereas a business might consider the percentage of income from returning customers as a potential KPI.
AM/PM. Abbreviations for “ante meridiem” and “post meridiem” ASAP. As soon as possible. BOGO. Buy one, get one. BOPUS. Buy online, pick up in store
Behaviorally anchored rating scales (BARS) are scales used to rate performance.BARS are normally presented vertically with scale points ranging from five to nine. It is an appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good, moderate, and poor performance.
In the field of epidemiology, the causal mechanisms responsible for diseases can be understood using the causal pie model.This conceptual model was introduced by Ken Rothman to communicate how constellations of component causes can lead to a sufficient cause to lead to a condition of interest and that reflection on these sets could improve epidemiological study design.
The plan–do–check–act cycle is an example of a continual improvement process. The PDCA (plan, do, check, act) or (plan, do, check, adjust) cycle supports continuous improvement and kaizen. It provides a process for improvement which can be used since the early design (planning) stage of any process, system, product or service.